Audit as a profession is often in the spotlight.

For quite some time, the supply of external audit talent in Ireland has been significantly below demand. This has been evident from the reliance we’ve had on other talent markets, including the Philippines, India and Pakistan.

The audit talent supply has faced many challenges over the last number of years. From the outflow of talent to international markets and other verticals, to the slight “audit aversion” – there is a lot to digest.

Here are some things that may be worth thinking about as an audit professional or audit hiring manager…

#1 Perception of Audit Careers in Practice

Before we dive into real-time data, it’s vital we take a step back and assess the perception of external audit as a profession.

For the purposes of this Talent Monitor, we are not focusing on client bases below the audit threshold.

We’ve spent a lot of time getting to know the audit community, and here are some shared views of a long-term career in audit…

There are thousands of people happily employed in the external audit world worldwide; however by the nature of the general audit training route in Ireland, many leave the audit profession on completion of their training. It’s important to note that this is to do with the structure of a typical audit training path and not the audit profession itself – many professionals are burnt out and feel a career change (or career break) is necessary.

Although this profession evokes mixed feelings, the role of the external auditor is crucial in maintaining the financial health and integrity of businesses.

#2 The Audit Landscape

When assessing your audit experience and how this may be perceived on the external audit market, it’s important to consider…

• Your client base
• Which tends to be dictated by the size of the firm you are working in
• And in turn will shape your scope of experience

For the purposes of transparency, let’s categorise the audit landscape into two categories based on client base – Generalist and Specialist.

As a Generalist…

Client Base – usually serves local businesses and SME’s. More diverse in terms of industry. More likely to have direct and frequent interactions with clients, providing personalised services while building strong relationships.

Scope of Work – a broad range of audit responsibilities and tends to be involved at all stages of the audit – planning, execution and reporting. Need to adapt to a variety of client needs and industries, offering a broader skillset. The audit team can also wear multiple hats and support other areas of the firm, i.e. payroll, accounts preparation, tax compliance.

Team Structure – Smaller teams, often with more responsibility and autonomy. Less hierarchical in terms of structure.

As a Specialist…

Client Base – support larger businesses, including multinational corporations, public companies and government entities. Relationships tend to be managed by senior members of the team, so less direct client interaction at a junior level. Larger audit firms can have dedicated industry teams, allowing you to develop a niche, so you may only gain exposure to certain industries, i.e. financial services, pharmaceuticals, technology.

Scope of Work – the audits tend to be larger and more complex, with enhanced reporting requirements leading to a higher degree of risk. They can also involve multiple accounting standards, various jurisdictions and extensive documentation. Roles will be more specialised, and you may only focus on a specific area of the audit. More likely to use advanced audit software and data analytics tools.

Team Structure – Larger teams, often with less responsibility and autonomy. More hierarchical in terms of structure, with defined roles. More likely you will collaborate with other specialists, i.e. tax, advisory.

#3 Base

As we have explored above, the role of an auditor can differ depending on the client portfolio, which tends to be influenced by the size of the firm you’re working in.

For the purposes of transparency, we’re going to focus on years of experience and audit category (Specialist or Generalist).

This is also a very broad guideline, and it’s important to understand the specifics of each individual role, i.e., people management, scope of responsibilities, business development initiatives and technical knowledge.

As you will notice, deemed specialists are paid a premium for their technical knowledge as their clients are under more scrutiny in terms of financial regulation.

#3 Demand v Supply

The demand for audit professionals in practice continues to outweigh the supply of experienced audit professionals, which can largely be explained by:

• Near-full employment.
• Increased global financial regulation, resulting in further demand for audit services (and talent).
• Significant outflows of talent to other verticals (mainly industry accounting and financial services).

The audit professional is in “very high demand”. Here are some data points about the audit talent pool in Ireland this quarter. It’s important to note that while a portion of the talent pool is demonstrating job-seeking behaviours, the majority are likely to be seeking a move away from the external audit profession.

#4 What are employers doing to attract Audit talent?

• Flexibility – while client demands and statutory deadlines will dictate working arrangements, flexible working hours and an opportunity to work from home are essential. Part-time arrangements may be worth considering in certain circumstances.
• Monetary – competitive base salaries that are talent-led rather than budget-led, and definitive salary review periods. Strengthening additional benefits, i.e. sign-on bonus and bonus multipliers, to recognise professionals exceeding expectations.
• Career Progression – defining clear paths for progression in the current role and offering promotions based on performance rather than tenure.
• Learning & Development – rotations through different departments, exposure to various types of audits, and opportunities to work on diverse projects. Offering a sense of purpose is essential for auditors and has recently been connected to sustainability assurance and reporting.
• Boomerangs – Employers are placing greater emphasis on “boomerang” employees—those who leave and later return. By fostering positive relationships with former staff and creating a welcoming environment, companies can benefit from their experience while signalling a commitment to long-term career growth
• Embrace technology to remain relevant – those considering a career in the profession wish to embrace advanced technologies. While certain firms can fulfil that wish, others are lagging. Bridging the technology gap is a strategic imperative for the profession.

In Barden, we understand that each team, role, and requirement is unique. If you would like to discuss what tactics and approaches would suit you, please feel free to contact Aoibhín Byrne, our Audit Talent Advisor & Recruiter here in Barden (aoibhin.byrne@barden.ie); we’re where leaders go before they start looking for Audit talent.

This information is accurate as per April 2026 and will be updated periodically. Data sources include Barden Proprietary Data, LinkedIn Analytics and other 3^rd party data sources. If you have a request and would like real-time information to inform your hiring decisions, contact Aoibhín Byrne at aoibhin.byrne@barden.ie.

Ireland’s engineering profession is a dynamic and vital sector, encompassing a wide range of disciplines such as civil, mechanical, electrical, and chemical engineering. The profession is known for its strong export performance, with engineering products and services accounting for a substantial portion of national exports.

The profession is known for its best-in-class talent originating from world-renowned engineering courses in Irish universities.

#1 Engineering Verticals

Engineering qualifications cover diverse fields such as those identified below. For this report, we have decided not to include an analysis of the civil or structural engineering professions.

Each field has distinct roles: mechanical engineers design machinery, electrical engineers develop power systems, chemical engineers manage chemical processes and so on.

Illustrated below is where each of the above qualifications can sit within the engineering lifecycle.

 #2 Engineering Variables 

Job title alone often does not capture the full scope of an Engineering role. Here are the key variables that help define what a position truly entails:

• Industry & Compliance – Compliance differences across industries significantly influence engineers’ career decisions, as they must navigate varying regulatory landscapes, which impact innovation, risk management, and the complexity of their work. Below is a snapshot of the intensity of regulations across industries.
• Size of business – Whether you are in an SME or a Multinational company, this can have a significant impact on several factors. If you are in an SME type business, your role is more likely to have a broader scope, perhaps including several different areas, i.e. an Engineering Manager covering manufacturing, operations, CAPEX, etc. However, for a larger multinational organisation, it may often be the case where your role is part of a wider function, e.g. NPI, R&D, CAPEX, Automation, etc. The larger the team, the more specialised each role is in most circumstances.
• Global/ regional/ local role – This again probably depends on the size of the business or the organisational structure. You may be working on a global scale, covering several sites, or you may be managing operations for one manufacturing site, or you may be managing operations for a whole region/or multiple regions.
• Sole contributor/ people manager – both SME and multinational companies have positions which often oversee or lead a team. It is also the case that both of these types of businesses will have sole contributor roles, e.g. Principal NPI Engineer, Principal R&D Engineer, Stand Alone Safety Engineering Manager.
• Jurisdiction – There will be different rules and regulations in every jurisdiction, be it customs, imports or regulations around manufacturing, packaging, etc. For example, a drink may be allowed to have a certain amount of an ingredient in one country but not in the next. This can influence manufacturing processes, etc, which in turn can influence a person’s decision when exploring roles in different regions.

#3 Engineering Levels

Engineering levels typically reflect an engineer’s experience, skills, and responsibilities. Here is a general overview of how these levels might be described.

These levels can vary between organizations, but they generally reflect an engineer’s progression from learning and applying basic principles (L1, L2, etc) to leading and innovating at the highest levels (L8, L9, L10+, etc).

#4 Salary Data

Below is a high-level salary guide for engineers based on their years of experience and the size of the team they are responsible for, if they oversee a team. It is a caveat that the chart below is a guide, however, Barden’s engineering practice can help talent and hiring teams benchmark at a more precise level based on the scope of the role, nature of business, etc. This data was extracted from the Engineers Ireland salary survey 2025.

#5 Demand Versus Supply

Here is what we have observed from Q3 2024 – Q3 2025 in the Engineering talent pool in Ireland:

#6 What are companies doing to attract talent?

• Internship/ co-op/ grad programmes – Offering internships and co-op opportunities allows students and recent graduates to gain practical experience. Many companies use these programs as a pipeline for full-time hires.
• Promotion opportunities – Encouraging internal promotions helps create a sense of opportunity and career progression within the organisation. This strategy not only builds loyalty but also maintains a consistent corporate culture, saving costs associated with external hiring and training. Having regular communications around progression, performance, and future development can show talent that employers are invested in their future and can help to develop a sense of loyalty from employees.
• Investment in facilities & technologies – Companies are investing in new technologies such as new automation systems, robotics, etc, to streamline processes and improve efficiency. Providing employees with the latest tools and technologies makes the work environment more dynamic and appealing.
• Innovation & new products – Leading companies are attracting engineers by working on cutting-edge projects like AI integration, sustainable & next-generation technologies. They are also investing in advanced tools and health tech innovations, creating exciting opportunities for top engineering talent. Additionally, companies are focusing on projects that have a significant impact, such as developing AI-powered design tools.
• Strategic roles versus BAU – Strategic roles attract engineers by offering high-impact, innovative projects (e.g. Capital Programmes), while BAU roles focus on maintaining and improving existing systems. Engineers in strategic roles work on transformative initiatives, whereas BAU roles handle routine tasks. Companies need to balance both to ensure operational efficiency and strategic growth.

#7 Projected challenges for the next 12 months

For employers:

• Geopolitical uncertainty: This poses a significant risk to Irish employers due to potential tariffs and protectionist policies that could disrupt trade and lead to job losses.
• Skill Shortages: There is a significant shortage of skilled engineering professionals, particularly in specialised fields like project management and sustainability.
• Competitive Salaries: Companies must offer competitive salaries and benefits to attract top talent, which can be challenging given budget constraints.
• Retention: Keeping skilled engineers engaged and preventing turnover requires ongoing professional development and career growth opportunities

For Talent:

• Geopolitical uncertainty: This poses risks to Irish employees due to potential job losses from US multinationals relocating back to the US, driven by changes in tax policies and protectionist measures.
• Experience Requirements: Engineers may struggle to meet the specific experience requirements for many positions, especially when transitioning to new industries.
• Technical Interviews: Rigorous technical interviews that test problem-solving and practical skills can be daunting and challenging.
• Competitive Job Market: The high number of applicants for engineering roles means that standing out requires exceptional qualifications and networking.

In Barden, we understand that each team, role, and requirement is unique. If you would like to discuss what tactics and approaches would suit you, please feel free to contact Jonathan Olden, our Engineering Talent Advisor & Recruiter here in Barden (jonathan.olden@barden.ie); we’re where leaders go before they start looking for Engineering talent.

This information is accurate as per April 2026 and will be updated periodically. Data sources include Barden Proprietary Data, LinkedIn Analytics and other 3^rd party data sources. If you have a request and would like real-time information to inform your hiring decisions, contact Jonathan Olden at jonathan.olden@barden.ie.

Business Support professionals – the people who keep organisations moving.

There’s a lot more to business support professionals than meets the eye. Behind the calendar invites, scheduling and office administration, these people are the glue that holds organisations together and are essential to the smooth operation of an organisation

It is important to understand the value a business support professional can add to your organisation. This can range from junior administrators who hold entry-level roles or more senior, highly experienced professionals who have made a career of providing immeasurable support to organisations. These professionals find opportunities to add value to the operations of a company while continuing to develop in their own careers and making it easier for others to do their roles.

#1 The Continuum Of Activity

In the business support industry, job titles alone don’t capture the full scope of a role. It’s the specific responsibilities and demands placed on individuals that truly define their positions. Whether it’s a receptionist managing the first impressions of a company or an Executive Assistant coordinating high-level operations, understanding the context behind each title is essential to appreciate the true value these professionals bring to their organisations.

The continuum of activity for a business support professional can be understood as a range of tasks and responsibilities that vary in complexity.

Variables Influencing Business Support Roles:

The role of business support professionals can vary widely depending on factors like company size, the complexity of the day-to-day operations, and the level of specialisation needed. Hiring managers need to understand these factors to match their talent effectively.

• Company Size: Larger companies often have more specialised roles, while smaller ones may require employees to handle a broader range of tasks.
• Business to Business or Business to Customer: In B2B settings, roles involve complex tasks, strategic relationship management, and multiple stakeholders. B2C roles focus on high-volume customer interactions, emphasising satisfaction and brand loyalty.
• Nature of Industry: Different industries have unique requirements. For example, tech roles might need specific software knowledge, while healthcare roles might focus on medical terminology.
• Company Structure: Larger organisations may have clearly defined roles, whereas flatter organisations might require more collaboration and flexibility.

#2 Salary Insights:

Salaries and compensation for business support professionals in Ireland are influenced by several factors, including the level of experience, specific job role, industry, and location. Overall, the salary range for business support roles can vary widely, reflecting the diverse opportunities and career paths available within the field.

Examples of Recently Delivered Assignments:

This is a very broad guideline and it’s important to take into account the specifics of each individual role. For bespoke advice please contact susan.greene@barden.ie.

#3 Challenges for Attracting & Retaining Talent for the future:

• Business support roles can sometimes be seen as stepping stones, leading to higher turnover if employees don’t feel recognised by the business or see clear career advancement opportunities. Ensuring that employees feel valued and engaged in their roles is essential to prevent burnout and turnover.
• Offering competitive salaries that match or exceed market rates is necessary to attract top talent. Beyond salary, offering attractive benefits and perks is important to attract and retain employees.
• AI presents several challenges to the business support industry. It can lead to job displacement as routine tasks become automated, requiring roles to be redefined. There’s a significant need for upskilling, as professionals must adapt to new technologies and continuously learn. Integrating AI systems can be complex and costly, with concerns about data privacy and security. Additionally, ensuring AI systems are free from bias and operate transparently is crucial.
• Despite these challenges, it’s crucial to keep business support professionals involved. Their human insight, judgment, and ability to build customer relationships are irreplaceable. They provide essential oversight, adaptability, and problem-solving skills, ensuring AI systems function ethically and effectively. By combining AI with human expertise, organisations can create a more efficient and human approach to business support.

Hiring business support talent comes with its own set of challenges. Recognising the intricacies of challenges allows companies to develop more efficient recruitment and retention strategies. Offering competitive salaries, flexible working conditions, and providing continuous learning are crucial to attracting and nurturing adaptable, innovative talent.

#4 Demand vs Supply

Here’s what we’ve noticed this quarter in the administration and business support talent pool in Ireland:

In Barden, we understand that each team, role, and requirement is unique. If you would like to discuss what tactics and approaches would suit you, please feel free to contact Susan Greene our Business Support Talent Advisor & Recruiter here in Barden (susan.greene@barden.ie); we’re where leaders go before they start looking for Business Support talent.

This information is accurate as per April 2026 and will be updated periodically. Data sources include Barden Proprietary Data, LinkedIn Analytics and other 3^rd party data sources. If you have a request and would like real-time information to inform your hiring decisions, contact Susan Greene at susan.greene@barden.ie.

#3 Outlook for 2026

You can expect a 10-15% reduction on the above numbers, when considering appointments outside of Leinster. 

Some important points to note:

• Figures relate to base salary only.
• Context is key. There can be variances in these figures(and significant ones) dependent on the industry sector, scope of responsibility, geographical reach, reporting line and years of experience.
• Job titles themselves can vary between one company to another, so it’s important to figure out what they mean, particularly the title of Tax Manager/International Tax Manager.
• Bonuses and other benefits impact the total comp value of a tax professional’s salary and need to be considered.
• Finally to note the importance of benchmarking each role using real-time market info from a trusted source, as our salary guideline (as many others on the markets) is a broad guide…

#5 Key market trends

Hybrid working trends:

Hybrid working has firmly established itself as the default expectation for tax professionals in Ireland. While hybrid models remain prevalent, many Irish organisations are beginning to reduce flexibility and encourage a greater on-site presence as we move into 2026.  We see some companies pushing for nearly a fully onsite presence. Although fully remote leadership roles remain rare, employers mandating a full-time office presence are finding it more difficult to attract top-tier talent unless the role offers exceptional scope or remuneration. This dynamic has become a subtle but increasingly important differentiator in hiring outcomes.

The graph below is based on a sample of roles the tax team in Barden supported in 2025 and as you can see, the most common working arrangements are 2/3 days in the office.

It is important to note that the working arrangements change depending on seniority, the sector and the often tenure of the individual. Professional services firms are training grounds and all levels are being encouraged to be based on site to ensure proper learning and development can occur and of course client facing obligations.

Where there has been a notable shift to more office based working over the last 18 months and although this is expected to continue, there is no expectation for fundamental changes to what we see in the graphs above.

We hear on a daily basis, that most professionals would be happy to turn down a role that does not offer hybrid working arrangements – where hybrid working arrangements are as important for some people as salary, location and the role itself. Where possible, offering a flexible hybrid policy gives access to a much larger pool when looking to attract new talent.

#6 What can companies do to attract and retain talent?

• Align salary expectations to current market trends. Unfortunately, current team members may be below the salary averages, so when looking to recruit an additional person onto the team, it can be challenging for many hiring managers to meet an increased base salary.
• If base salaries can’t be moved, strengthen additional benefits – sign-on bonus, bonus multipliers, stronger employer % pension contribution, wellness subsidies, enhanced annual leave offering.
• Emphasise the culture of the firm or company.
• Provide a clear pathway for career development, and if possible, promotional opportunities.
• Communicate the hybrid working policy or any flexible work practices.

In Barden, we understand that each team, role, and requirement is unique. If you would like to discuss what tactics and approaches would suit you, please feel free to contact Aoibhín Byrne (Leinster), Kate Flanagan (Ireland), Aideen Murphy (Munster) our Tax Talent Advisory & Recruitment team here in Barden (aoibhin.byrne@barden.ie; kate.flanagan@barden.ie; aideen.murphy@barden.ie); we’re where leaders go before they start looking for Tax talent.

This information is accurate as per April 2026 and will be updated periodically. Data sources include Barden Proprietary Data, LinkedIn Analytics and other 3rd party data sources. If you have a request and would like real-time information to inform your hiring decisions, contact Aoibhín Byrne (Leinster) at aoibhin.byrne@barden.ie, Kate Flanagan (Ireland) at kate.flanagan@barden.ie, or Aideen Murphy (Munster) at aideen.murphy@barden.ie.

Tell us about your career pre-Barden

I completed a degree and Masters in Accounting & Finance at DCU, then joined KPG, where I completed my ACA training contract. After that, I did the typical travelling thing many accountants do in their 20s, spending 18 months abroad before returning to Ireland in 2009 at the height of the recession.

On my return to Ireland, I joined Ardagh Group plc in the Group Finance department, where I worked for four years before moving to EY to take up the role of Senior Manager in the FAAS department. I was subsequently approached by Ardagh to return as Financial Controller and to set up a new Finance Department. I was promoted to Finance Director and also worked as Company Secretary and Director for their Irish entities. I spent 13 years working with Ardagh before transitioning into a career in talent advisory with Barden.

How has your background in finance helped you in your role at Barden?

I joined Barden in 2022, bringing my extensive real-world experience to share with talent to help guide finance professionals on their journey, inform their options, and help shape their futures. I have walked a similar path to many of the people I speak with, giving me a unique understanding of the challenges and opportunities of career paths.

It also helps me support clients, which I believe is a real differentiator. My background in finance enables me to go beyond being functional and to quickly gain an in-depth understanding of their needs, requirements, and pain points. As a long-time hiring manager myself, I can assess talent beyond keywords, ask meaningful technical questions, and quickly spot true capability over surface-level experience.

What does it mean for the Barden business to have a Partner focused solely on Senior Qualified Finance & Accounting appointments?

At Barden, we work closely with finance professionals at every stage of their careers, from newly qualified through to senior leadership and CFO level. Our focus is on building long-term relationships, taking the time to really understand people’s experience, ambitions, and what matters to them, rather than simply matching CVs to roles. The recent Partner appointments across both Senior Qualified and Newly Qualified practices reflect this commitment, ensuring individuals have the right level of support, guidance, and market insight throughout their careers, not just at the point of moving roles.

I believe this really reflects Barden’s continued investment in the senior finance market and our commitment to delivering specialist, advisory-led recruitment at the highest level. As a senior finance professional, I bring firsthand leadership experience to Barden, enabling me to understand the technical, commercial, and cultural demands of senior finance roles, as I have operated in them myself. I feel that my unique position and experience give me a different perspective, and I believe this has enabled me to make a real impact since I joined Barden, and I have thrived.

What are you hoping to achieve in your new role? What excites you the most? 

I’m thrilled to step into my new role as Partner, leading our Senior Qualified Finance & Accounting practice. I want to continue developing market-leading, advisory-led offerings that are recognised for their depth, judgement, and long-term impact. I’m excited about working closely with senior finance leaders to shape appointments that genuinely strengthen organisations, while partnering with finance professionals on career decisions that truly matter.

I’m also deeply motivated to contribute to the broader finance profession. We work closely with Chartered Accountants Ireland, and I currently serve as Deputy Treasurer of the Leinster Society. The Barden team and I regularly engage with professional bodies through events and initiatives, reflecting our shared commitment to supporting the profession’s future and making a meaningful, lasting impact.

What excites me most, though, is the people. Being part of a team where honesty, creativity, and relationships come first is incredibly motivating. Every day, I see the passion our team brings to supporting people in their careers and putting long-term relationships ahead of transactions. That’s what I love most about my role, and it’s what excites me about the future of Barden and the impact we can continue to make together.

Connect with Ornaith on LinkedIn>>> or at ornaith.giblin@Barden.ie

Moving abroad to live and work requires significant thought, not to mention resources, and you’d be foolish not to give the move and its impact on your career proper consideration before purchasing your plane ticket.

That’s why we’ve joined together with CASSI to bring you a webinar for trainee and recently qualified accountants considering a move to Australia, Canada, Cayman or the UK, with the aim of giving you THE best advice about moving abroad after you qualify.

Who Is The Webinar For & What Will It Cover?

We have reached out to our expert partner firms in Australia, Canada, Cayman, and the UK to bring you the latest and most relevant advice, tips and guidance for you to consider before making the move. We will also hear from our own expert recruitment professionals, all of whom have lived and worked in the countries we will cover.

During the event, we’ll also cover some of THE most important questions you will have like:

• What is the market ACTUALLY like in Australia/Canada/Cayman/UK at the moment?
• What kind of roles do qualified accountants typically move into when they go to Australia/Canada/Cayman/UK?
• Do people typically take on permanent or contract jobs when they move over?
• Is there anything from a VISA point of view that I should be aware of?
• Should I try to get a job before I move over or when I arrive?  How long does it usually take to get a job in Australia/Canada/Cayman/UK?
• What is the likelihood of sponsorship if you wanted to stay for more than one year?
• What experience is seen as being particularly valuable for companies taking on qualified accountants moving to Australia/Canada/Cayman/UK? (Is experience outside practice really useful?)
• What is the average pay rate for a recently qualified accountant in Australia/Canada/Cayman/UK?
• What is the best time of year to get hired?
• What 3 tips would you give to a recently qualified accountant looking to relocate to Australia/Canada/Cayman/UK from Ireland?

Key Event Details

• Date: Friday, April 10th 2026
• Time: 1.00pm-1.45pm
• Venue: Zoom
• Speakers:
  • Brian O’Connor ACA | Partner | Recently Qualified Accounting | Barden Leinster
  • Siobhán Sexton ACA | Associate Director | Recently Qualified Accounting | Barden Munster
  • Conor Murphy ACA | Consultant | Recently Qualified Accounting | Barden Munster
  • Jack O Regan ACA | Associate | Recently Qualified Accounting | Barden Leinster
• Cost: Free Of Charge
• To Book: Click here>>>

There’s no getting away from it. If you haven’t already, it’s time to embrace, build and promote your online presence. As a newly qualified accountant, your LinkedIn profile is your online personal brand and should be viewed as a tool to catch the attention of in-house recruiters, agency recruiters, and hiring managers alike.

Having a great LinkedIn profile is not just important for when you are looking for a job – it is a way to stay connected with your intake, participate in your professional community, build your own “hiring manager” brand for the future and a host of other things, not the least of which is giving you the opportunity to be discovered for that ideal role.

Not sure where to start?  Our recently qualified accountants team here in Barden have compiled some tips:

#1 It only takes 30 seconds for a recruiter to scan your LinkedIn profile.  If you want to make a good impression, you need to do it quickly. Recruiters scan through tens of profiles daily and their decisions will be made on a quick glance. Use your summary title (the title under your name) and your profile summary to communicate your skill-set fully. For example, instead of placing ‘Audit Senior’ in your title, what about saying “Audit Senior, Commerce & Industry | Chartered Accountant FAE 1st Time Passes” – the more key words the better.  You have 120 characters, so use them! Additionally, ensure you’ve updated all of your academic and career information so that recruiters can tell what stage you are at with your time in practice – if you don’t say you’ve passed your FAEs, a recruiter might think you’re not qualified yet.

#2 Be accurate and be conscious that your profile is public, but don’t be afraid to promote yourself.  Ensure all dates of employment are correct and that your dates mirror those on your CV. The last thing you want is a HR manager or client noticing a discrepancy between your CV and LI profile. Be sensitive to any detail you might be prohibited from including, such as client names, and think about the fact that your colleagues and superiors can view this, so don’t include details like “seeking a move to industry” unless you really want to face a backlash! You can switch your profile to “Open to Opportunities” which can only be seen by users’ wit specific LinkedIn licences (i.e. recruiters and in-house talent acquisition teams).

On the other hand, don’t shy away from disclosing details about yourself and your career on LinkedIn. It’s a recruiter’s first glimpse of you, so blending into the crowd is not an option if you want to get ahead. Use an appropriate style of writing and style of language bearing in mind your target audience. Be personal – think of your LinkedIn summary like the landing page of a website, you need to give people a reason to stay and read on. Including awards and articulating what makes you good at your job, and why you stand out above others, is a good place to start.

#3 Who do I connect with and what groups do I join?  When you’re new to LinkedIn, it’s understandable that random connections from people you don’t really know might seem a bit odd. Remember that it is a networking tool and could be a main method of building a professional network that will be hugely valuable to you in the future. Make sure to leverage your current network and those with whom you’ve crossed paths in the past; connect with former clients/colleagues with whom you have had a good relationship; and look at those ‘random’ connections with a more open view. Do they have some connection or potential value to you – could they connect you with someone you would like to target, or are they a recruiter who it might be useful to be connected with, even if you’re not looking for a job right now?

There are also a lot of relevant groups for you to join to expand your network. There are groups for each of the professional bodies, alumni groups for your university/school/college and various other groups relevant to accounting.

Above all, don’t forget to ‘use’ LinkedIn! It’s not only useful for scanning through the news-feed for topics or browsing jobs, but can be useful for finding out valuable information about potential interviewers. When you’re interviewing for a position, LinkedIn is a great tool to have for preparation. You have the opportunity to understand their backgrounds and career paths to date before meeting with them. It’ll help create context around the team, make it easier to build rapport with them and look impressive that you’ve gone to the effort of understanding their careers.

Finally don’t forget to include a (professional) picture!  Not a selfie…definitely not a selfie.

Finishing your training contract in 2026? Do you want to make sure you make the very best first step after qualifying? Do you want a coffee meeting with an experienced talent advisor; someone who is a qualified accountant, just like you (meet our Leinster team here>>> and our  Munster team here>>>)?

Do you want a little help to create your very own best professional future? No problem. Just drop us a line today on hello@barden.ie and we will take it from there. Simple.

Welcome to the next edition of the Barden Recently Qualified Accountants blog series. Here, we demystify contract roles and address some key questions that professionals often encounter when considering a contract position.

What are the key differences between permanent and contract roles?

• Sometimes, the only difference between a contract and a permanent role is that a contract is initially for a defined period of time. Quite often, the duties and responsibilities are the same as those of a permanent role, but for a defined period of time.
• If the contract has arisen due to a project or a backlog of work, the nature of responsibilities will usually differ.
• With permanent roles, you’re likely to be entitled to annual leave and some benefits, whereas quite often with a contract role, you may not be entitled to benefits, particularly if you’re on a temporary contract.

Why do organisations hire on a contract basis?

Contracts can arise for a number of reasons, the main ones being…

• Maternity covers.
• Projects with a finite timeline.
• Headcount reasons, and that’s the way companies do their hiring initially (e.g. many of the multinationals hire people initially on contracts).

What are the different types of contracts?

• Fixed-term contracts – you will officially be an employee of the company for a fixed period of time. You will be entitled to the same amount of annual leave as a permanent employee (pro-rata for the period of your contract), and sometimes there may be other benefits on offer.
• Temporary contracts – you will be paid by, and will technically be an employee of, the recruitment agency, but you will be working for the company. Some things to note with temporary contracts
  • You may be paid a daily rate.
  • You may be paid an hourly rate.
  • You’ll have to accrue annual leave.
  • You may not get paid for sick days.

Contracts will vary in length; in most cases, they can range from a few weeks to 2 years. On occasion, they may be longer than 2 years.

Some of the advantages of contracts:

• At the end of a contract, you will likely have gained experience in an area that you don’t already have, and therefore you will likely have a wider pool of options available to you (e.g. if you qualified in practice and took on a 9 month contract Financial Accountant position, you will have relevant and practical post-qualified experience when coming to market again).
• It can allow a person the opportunity to experience industry and see if they like it, without being tied into a permanent contract.
• There is often a chance that your contract will be extended or made permanent, so it can be a good way of “getting your foot in the door”.
• Sometimes there are fewer “barriers to entry” with a contract role, i.e. the client may be a little more flexible with their requirements than if they were hiring on a permanent basis.

I’ve heard that contract roles “don’t look good on a CV”. Is there truth in this?

• If you have taken on a contract role for strategic reasons (e.g. to get experience in an area that you don’t already have), then there is no negative association with a contract role. In fact, companies can often respect someone who has taken on a contract role due to strategic reasons, as it shows the person is career-focused, proactive and willing to consider all options in order to further their career.
• If someone has worked in multiple contract roles, it can be a concern for future employers when hiring on a permanent basis, if they feel there is a risk of someone leaving after a short period of time. However, it really depends on the individual employer’s perspective on this.

Finishing your training contract in 2026? Do you want to make sure you make the very best first step after qualifying? Do you want a coffee meeting with an expert talent advisor; someone who is a qualified accountant, just like you (meet our Leinster team here>>> and our  Munster team here>>>)? Do you want a little help to create your very own best financial future? No problem. Just drop us a line today on hello@barden.ie and we will take it from there. Simple.

Could you give us a brief overview of your career to date?

I studied accounting and finance at DCU and completed an internship with PwC during the three years of that course. By second year, I knew I was interested in tax, so I went on to do a Masters in Accounting to gain as many exemptions as possible, including CAP2s and Part 1 tax exams. After university, I took a grad contract with PwC Dublin in tax and started my professional exams from there.

I spent four years in PwC, mainly in the property team, working on large property deals in Ireland and internationally. The role involved group restructurings, reorganisations, funding, and extensive corporation tax compliance work. I had a broad portfolio of clients across large corporates, PLCs, property, retail, and hospitality.

I learned a huge amount, gaining exposure to corporation tax, transfer pricing, and stamp duty. I also spent time in the VAT department, building experience in indirect taxes and transaction complexities. That variety gave me a strong foundation and solidified my interest in corporation tax, as it provides real insight into businesses and what drives decision-making.

You moved to Australia after your contract – would you recommend international experience?

I moved over to Australia post-contract and got a job more in finance – not in tax, and not exactly financial accounting either. I was a reporting analyst for a health insurance company. Once the financial accountants had completed their work, I would analyse figures such as revenue and health insurance claims, examine trends, and provide insights for the monthly reports to senior execs.

It was a completely different role and gave me a whole new set of skills to learn. It was totally different, but really good, and I learned so much over there as well.

It’s a completely different way of working, and you get exposed to so many new things. The learnings are massive, and being able to adapt to a new way of working and culture, which is quite different in Australia.

Could you tell us more about your current role at Digital Realty?

Digital Realty provides data centre solutions worldwide, with over 300 data centres globally. With demand for AI and machine learning growing, the industry and businesses are continuing to expand.

At the moment, I’m an international tax manager for the EMEA region. It’s a really broad role. I look after corporate tax compliance and transfer pricing compliance for the EMEA region, as well as deals.

We are constantly expanding into new markets, so I’m heavily involved with M&A, including tax due diligence for new expansions. Quarterly tax provisioning is also a big part of my role. Digital Reality is US-listed and a US REIT, so every quarter we prepare tax provisions for all entities and report back to the US, ensuring we maintain key thresholds required for our US tax status.

I work with international tax and finance teams every day, across Ireland, the UK and wider EMEA — it’s a busy but really exciting role.

Has anything changed dramatically in the time you’ve worked in tax, particularly with AI or other trends?

The biggest change has definitely been technology, and it’s constantly evolving. We have seen greater automation and AI driving greater efficiency in tax work. Corporation tax compliance, for example, has been increasingly automated since I started my career. Paper filing is basically obsolete now. Tax authorities are also leveraging technology to spot anomalies and trigger audits, so it’s not just the Big 4 or international firms using these tools.

Automation is highly effective for improving efficiency and saving time. We are always looking to apply it to remove repetitive tasks.

For example, this year we automated much of our capital allowances work in Ireland and the UK. That saved a huge amount of time that would have been spent trawling through spreadsheets, and it also cut costs on fees that would have been used for reports and analysis. Automation is transforming tax work, allowing teams to work smarter and focus on higher-value activities.

Over the last few years, many international events have unfolded, including the war in Ukraine, tensions in the Middle East, and political changes. Do these macro global events impact tax systems or how tax is managed globally?

Absolutely. Initiatives like the OECD BEPS Pillar Two illustrate this. For example, the Trump administration’s policies, including the US’s withdrawal from certain agreements, influenced other countries and created uncertainty about when and how these rules would be applied. The global tax transparency framework under Pillar Two is introducing significant complexity.

Macroeconomic factors add additional layers of uncertainty for international companies, which often struggle to determine which jurisdictions within their group must comply. This creates challenges for planning, calculations, and overall organisation.

Looking ahead five to ten years, what challenges or opportunities do you see in tax, both for organisations and for tax professionals?

On an organisational level, Pillar Two again stands out. Tax teams will need access to increasingly granular data to perform the required global calculations. Accounting and finance teams will need to work closely to collect and manage this data effectively.

If you had to advise someone starting their career in tax, or considering working in tax, what skills and approach would help them succeed?

Tax is ever-evolving and constantly changing, so being curious and proactive is essential. It’s important to build a strong base of technical knowledge in tax and accounting, then continually push yourself to learn and never be afraid to ask questions. Technology is also a key skill — while it can be learned on the job, it’s important to pay attention to it. If ignored, you risk falling behind and won’t be as efficient as someone who can leverage tech, so upskilling in technology is vital.

I’d also advise being open to all the work you’ll experience early in your career — say yes to opportunities, go in with an open mindset, and ask plenty of questions. Building a wide network and seeking mentorship is crucial. I’ve benefited from mentorship programmes at PwC, in Australia, and now at Digital Realty, and there’s always something to learn from more experienced colleagues. Finally, focus on getting your exams done in the early years and use that foundation to explore new opportunities, take on varied work, and grow your career.

If you want to have a 1:1 confidential conversation about your tax or treasury career, contact Aoibhín Byrne (Leinster) at aoibhin.byrne@barden.ie, Kate Flanagan (Ireland) at kate.flanagan@barden.ie, or Aideen Murphy (Munster) at aideen.murphy@barden.ie.

Barden and CASSI are delighted to bring you the not-to-be-missed FAE Careers Evening taking place on Thursday, 16th April 2026.

What is the event all about?

The Barden & CASSI FAE Careers Evening 2026 is designed specifically for FAE students to answer any questions they might have about their professional futures. The evening has been structured to ensure CASSI members get access to the right information at the right time so that when they qualify, they can make informed decisions about their professional future.

Those who attend will also have the opportunity to ask any questions they might have about their professional future and visit a variety of Barden information stands to speak directly to Barden’s highly experienced newly qualified careers team.

Who is it for?

This event is for those who have passed FAEs and are approaching the end of their training contract. It is also open to recently qualified accountants. The event is free of charge, but registration is required. Get your tickets here>>>

On the night, you’ll gain insights from:

• Andrew McDonnell | Group Financial Controller and Director of Financial Control & Operations | World Rugby
• Rebecca Meehan | Tax Manager | Gartner
• Paulina Gorynska | Management Accountant | SKY Leasing
• Evie Martin | Group Financial Accountant | Grafton Group
• Brian O’Connor ACA | Partner | Accounting & Finance | Recently Qualified Appointments | Barden Leinster
• Niall O’Keeffe ACA | Business Lead | Recently Qualified Accountants and Aircraft Leasing Advisor | Barden Leinster

Andrew McDonnell | Group Financial Controller and Director of Financial Control & Operations | World Rugby

Andrew McDonnell is Group Financial Controller and Director of Financial Control & Operations at World Rugby. He has over two decades of experience across Big Tech, FMCG, Fintech, and sports, with a background in financial control, regulatory reporting, and M&A.

Andrew spent nearly a decade at Google across a series of senior roles, including Financial Controller for Platforms, Ecosystems & Payments EMEA, where he held CFO responsibilities for regulated payment services firms in Ireland and the UK. He also led international M&A integrations and global entity liquidation programmes across Alphabet’s portfolio. Prior to Google, he held finance roles at Lion Co in Melbourne and Monster in London, and began his career at KPMG, qualifying as a Chartered Accountant having passed his FAE exams at the first attempt.

Rebecca Meehan | Tax Manager | Gartner

Rebecca started her career in Grant Thornton, working on the International Corporation Tax team for 5 years. After achieving her ACA qualification in 2023, followed by her CTA qualification in 2024, she left Grant Thornton to join the Dalata Hotel Group as a Tax Accountant.

She spent 1.5 years in Dalata, gaining invaluable experience across the business’ finance function. Rebecca left Dalata in early 2026 in order to take up the position of Global Tax Manager at Gartner, where she specialises in US inclusion taxes, Country-by-Country Reporting and Pillar Two.

Paulina Gorynska | Management Accountant | SKY Leasing

Paulina is a qualified ACA Chartered Accountant with extensive experience in Aviation Finance Audit, Financial Reporting, and Aircraft Leasing Operations.

Having completed a training contract with KPMG, where she led audits for industry giants such as AerCap, Paulina transitioned into industry to join SKY Leasing as a Management Accountant. In this role, she manages the full spectrum of leasing activities, including month-end closings, cashflow forecasting, and asset-level financial reporting while dealing directly with global airlines. Paulina is eager to share her insights on navigating the leap from Big 4 audit to a fast-paced operational role within the leasing sector.

Evie Martin | Group Financial Accountant | Grafton Group

Evie Martin is a qualified Chartered Accountant.

Evie began her career with the Central Bank of Ireland, where she spent three and a half years as part of the Management Accounting team. During this time, as part of the Central Bank of Ireland Scholarship Programme, she completed her degree, graduating with a first-class honours in Finance and Accounting.

She subsequently joined Deloitte Dublin in the Audit & Assurance department, completing her training contract and gaining extensive experience working with clients across the IT, technology, and aviation sectors.

Following the completion of her training contract, Evie moved into industry and took up the role of Group Financial Accountant with Grafton Group plc.

Brian O’Connor ACA | Partner | Accounting & Finance | Recently Qualified Appointments | Barden Leinster

Brian O’Connor ACA is a Partner leading the Accounting & Finance Recently Qualified Appointments practice of Barden’s talent advisory and recruitment firm in Leinster.

After completing his BComm and MAcc at UCD, Brian completed his training contract with Deloitte’s FS Audit team. There, he worked on fund and reinsurance audits and achieved his ACA qualification. Post-contract, Brian moved to Melbourne, where he diversified his experience through various industry roles, including financial reporting, project accounting, and fixed assets.

After returning from Australia in January 2020, Brian decided to leverage his ACA qualification in an advisory capacity by joining Barden. He was promoted to Partner in January 2026 and assumes a leadership role, guiding the Recently Qualified Accountants practice with a blend of expertise, insight, and a commitment to delivering excellence. These values extend to serving clients, newly qualified accountants and our partners in CASSI and Chartered Accountants Ireland as well as fostering a culture of growth and collaboration within the Barden team.

Niall O’Keeffe ACA | Business Lead | Recently Qualified Accountants & Aircraft Leasing Advisor | Barden Leinster

Niall O’Keeffe ACA is a Business Lead in the Accounting & Finance Recently Qualified Appointments practice and Aircraft Leasing Advisor at Barden’s talent advisory and recruitment firm in Leinster.

Niall successfully qualified as a Chartered Accountant in 2021, having completed his training contract with the Audit team in Deloitte Ireland. Before this, Niall completed an accounting degree and an accounting master’s at University College Cork.

Niall works directly with the recently qualified team in Dublin to support recently qualified accounting professionals in Leinster. He also specialises in careers in the aircraft leasing sector.