SAP is one of those things that comes up constantly in project and transformation work, and most people in the room have no idea what it actually is. They nod. The meeting moves on. Nobody wants to be the one to ask.

I get it! But it is worth actually understanding, because if you work in this space, it is going to keep coming up, and the stakes around it right now are higher than most people realise.

So, let’s break it down…

What actually is SAP?

SAP is software that runs the back office of large organisations. Finance, procurement, supply chain, HR all in one place, all connected. Rather than having five different systems that do not talk to each other, SAP is supposed to be the single source of truth for how a business operates. When a purchase order goes in, it flows through to finance. When stock drops, procurement is triggered. Everything is linked.

It is also extraordinarily widespread. A significant chunk of the world’s largest organisations run on SAP. It is part of a business’s key infrastructure. And if it stops working, the business stops working.

Why are there so many versions of it?

SAP has been around since the 1970s. The original product was built for a world of physical servers sitting in a company’s own building. It worked, and it worked well, for decades. A huge number of organisations built their entire operations around it. That product, over time, became what is now known as SAP ECC.

A lot of those organisations are still running ECC today. Not because they have not noticed the world changing. Because replacing the system that runs your entire business is not a small thing.

Then came the cloud, and SAP had to do something it had never really had to do before: rebuild almost from scratch. That rebuild is called S/4HANA.

What is S/4HANA?

S/4HANA is the modern version. It runs on a faster database that SAP built itself, which means real-time data rather than waiting for overnight reports. It can run on SAP’s cloud, a private cloud, or still on-premise for organisations not ready to make the full move. It is where SAP is putting all of its money, all of its development, and increasingly all of its customers.

You might also come across the term RISE with SAP. It is not a separate product. It is a bundle that packages S/4HANA together with migration support and managed services. Worth knowing when it comes up, because it does.

Why is SAP such a constant presence in transformation conversations at the moment?

SAP has confirmed that mainstream support for ECC ends on 31 December 2027. After that date, security patches and compliance updates stop as standard. Extended support is available through to 2030, but it comes at a premium, and it buys time, not progress.

The problem is that tens of thousands of organisations are still on ECC, and a significant number of them have not started moving yet. A typical S/4HANA migration takes anywhere from 12 to 24 months. For large or complex organisations, longer. Which means the window for a well-planned, well-governed migration is narrowing fast. The programmes that are not already underway are starting to feel the pressure, and that pressure is only going to increase as 2027 gets closer and the pool of available expertise gets tighter.

So where does ByDesign fit in?

Business ByDesign was SAP’s attempt to build something lighter for mid-sized organisations that did not need the full enterprise version. Launched in 2007, it was genuinely ahead of its time. A cloud-native product before most people were talking seriously about cloud. The ambition was to bring thousands of smaller businesses into the SAP world on more accessible terms.

It never quite delivered on that ambition. Technical problems early on did real damage, and the product always sat a little awkwardly between SAP’s other offerings. Last September, SAP confirmed it would stop selling ByDesign to new customers from April 2026. Existing customers are not being cut off, support and compliance updates continue, but the direction is clear. SAP is consolidating everything around S/4HANA, and ByDesign is not part of that future.

Why does any of this matter for transformation professionals?  

SAP migrations are among the most complex programmes running within large organisations right now. They touch every part of the business and every stakeholder group. As with most transformation projects, technology is rarely where these programmes come unstuck. The harder part is people.

Processes change. Roles change. The way someone does their job on a Monday morning changes. That is not an IT problem. That is a change-management problem, and getting it wrong is where most of the value is lost.

You do not need to be technical to work on one of these programmes. But understanding the landscape, what the platform actually is, why the organisation is moving, what 2027 means in practical terms makes you a sharper BA, a better PM, a more credible voice in the room.

The ByDesign news is a footnote. What it points to is the bigger picture: a company simplifying its portfolio, doubling down on its modern platform, and accelerating the pressure on organisations to make a decision they have been putting off.

That decision, when it finally gets made, usually means a programme. And programmes need good people.

Connect with Jane on LinkedIn or at jane.olden@barden.ie

Your newly appointed dual role at Barden will involve leading talent advisory and recruitment teams across Leinster while also supporting the Managing Partners. Can you tell us what that role looks like in practice and how your time is split across those responsibilities?

As Head of Organisation Development, my role has a dual mandate. On one side, I oversee our strategy process, from idea development and resource allocation to implementation, rollout, and communication. This spans areas like growth plans, operational improvements, change management, L&D, culture, and commercial projects.

On the other side, I lead a team of talent advisors who partner with clients on critical appointments across HR, business support, and other strategically important management roles.

It’s almost impossible to split my time evenly; projects vary on a case-by-case basis, depending on business and client needs. What excites me most is being part of Barden’s growth journey. After six years here, it’s fulfilling to be in a role where I can get stuck into both the day-to-day and the strategic elements of the business, helping shape the future of Barden while staying close to what matters most.

You recently completed the Executive MBA at Trinity. How has that experience influenced the way you advise clients and Barden’s Managing Partners?

Completing the Executive MBA at Trinity was influential both professionally and personally. Balancing life, full-time work, and an MBA over two years was challenging, but it strengthened my resilience and gave me the skills and confidence to meet any expectations, made all the easier when surrounded by the right people. The academic side was equally valuable; the diversity of modules and projects mirrored real-world business challenges. Combining industry insights with academic detail and consulting projects for leading Dublin companies has shaped the lens through which I view Barden, from internal strategic initiatives to advising clients on key business decisions.

While leading talent advisory & recruitment teams in areas including Operational Finance, HR, and Business Support, you also work on exclusive senior appointments outside Barden’s core areas for our key clients. Can you give us a sense of the types of roles you’re working on and why these positions are so strategically important for clients?

Sometimes, clients engage me for roles that are not at the executive search level but are still commercially or strategically critical to their business. These might involve discreet searches for sensitive appointments or building out a new function by hiring a head of department. In these cases, I provide a tailored, exclusive search process, acting as a partner rather than simply sending CVs.

These are typically senior appointments, often at pivotal moments for a business, for example, the first “Head of” hire following PE investment.  In these cases, we act as embedded partners rather than a one-off engagement, building long-term relationships and guiding clients through critical decisions.

A significant part of your role is now supporting the Managing Partners. Why was this role created, and how does it reflect the shift towards deeper talent partnerships and more advisory-led work with clients? 

Over the past five years, Barden has evolved rapidly, and it has become clear that strategic initiatives can’t rest solely on the founders’ shoulders. This role was created to serve as a central hub for strategy, aligning internal development with external growth plans and ensuring we build a business that reflects our values.

As a profession, we are moving more and more toward advisory-led offerings, and long-term embedded partnerships are key to our success in the years ahead. My role supports that shift by working on both strategic planning and operational execution. Projects vary in size and scope, but an example might be aligning culture to strategy or shaping initiatives that help people in Barden realise their potential and, in turn, provide a high level of support to our clients.

Ultimately, this role is about creating the right environment for growth, both for our clients and for our own people. It’s the engine room driving Barden’s next phase of evolution.

Connect with Cole on LinkedIn or at cole.carroll@barden.ie 

In Focus: Technology Talent Strategies & Insights (Ireland) – Q2 2026

In Focus: Technology Talent Strategies & Insights is a quarterly deep dive into Ireland’s private sector technology talent landscape. Drawing on LinkedIn data, proprietary Barden insights, and leading industry sources, this report is designed to equip technology leaders with the clarity and strategies needed to compete in an evolving and increasingly complex hiring market.

#1 Hiring Market: Confident but More Targeted

After a period of volatility throughout 2025, Ireland’s technology hiring market has entered 2026 in a more stable but more selective position.

ManpowerGroup Ireland’s Net Employment Outlook (NEO) shows confidence in the IT sector rebounding strongly from +28% in Q2 and +29% in Q3 2025 to +43% in Q4 and now reaching +44% in Q2 2026.

Employer sentiment has strengthened, supported by continued multinational investment and sustained demand for digital transformation. However, hiring behaviour has shifted. Organisations are no longer rapidly scaling teams; instead, they are prioritising targeted, high-impact hires aligned with strategic business needs. There is a growing emphasis on demonstrated technical capability, commercial impact, and adaptability.

As a result, the market has become more balanced than in previous years; however, critical skill shortages persist, particularly in specialised and emerging areas of technology.

#2 Tech Job Postings

Job postings data reinforces this shift, pointing to a market that is stable in volume but changing in composition.

According to Indeed Hiring Lab, overall job postings in Ireland remain around 7% above pre-pandemic levels in early 2026, with volumes broadly stable since mid-2025.

However, not all roles are recovering evenly. Some technology functions (particularly IT infrastructure, operations, and support) continue to track below pre-pandemic levels, reflecting a more selective and efficiency-driven hiring approach.

Geographically, Dublin remains slightly behind the national trend, with job postings still approximately 12% below baseline, but levels have stabilised over the past 12-18 months.

At the same time, the structure of demand is evolving. A growing number of roles now require advanced or emerging capabilities, with AI, data, cybersecurity, and cloud skills increasingly embedded across job descriptions. Around 11% of job postings in Ireland now reference AI, highlighting how rapidly these capabilities are becoming mainstream.

Flexible working also remains a defining feature. Mentions of remote and hybrid work have risen to around 19-20% of all postings, more than four times pre-pandemic levels, with tech roles continuing to lead in offering location flexibility.

Overall, job postings in Q2 2026 reflect a market that is no longer driven by volume hiring, but by precision – where demand is concentrated in niche skills, specific roles, and increasingly distributed locations.

#3 Gender Representation

Gender participation in the Irish technology sector remains male-dominated, with 73% of workers being male and 27% female.

If your organisation has 27% or more female participation – whether in leadership roles or IT functions – you’re doing well. If the percentage is lower, you may be missing an opportunity.

Striving for a 50/50 gender split is ambitious given the current demographics, but improving diversity is still valuable. Organisations looking to enhance gender balance might benefit from addressing the issue earlier in the supply chain by encouraging initiatives that allow for higher participation, which will overtime address this imbalance.

#4 How Tech Talent Moves: Job-Seeking & Tenure Trends

Around 28.6% of tech professionals are actively seeking new roles, while 12.9% have changed jobs within the past year. The median tenure in technology is now just two years, reflecting the sector’s fast pace and high mobility. Frequent movement is driven by skill development, career growth, better compensation, and the prevalence of contract work, which naturally shortens tenure.

Key Observations:

• The fast-changing landscape pushes professionals to keep up and try out new technologies, which can mean changing jobs more often if internal opportunities aren’t available.
• A large share of tech talent works on a contract basis, reducing average tenure and fuelling demand for skilled IT contractors as companies tackle complex projects.
• Many teams operate in project-driven environments, where even those in permanent roles may seek new opportunities once major projects conclude.

#5 Hiring Trends by Discipline: A Market Diverging

Software Engineering

Demand remains strong, but hiring has become more selective:

• Greater emphasis on full-stack and product-oriented engineers.
• Increased expectation of AI familiarity and system design capability.

AI is reshaping the job market, particularly for junior roles. A recent Irish Times report found that Ireland’s Department of Finance recorded an approximate 20% drop in entry-level technology jobs between 2023 and 2025, while demand for more experienced professionals continued to grow. As a result, companies are increasingly prioritising senior engineers and talent with AI expertise, leading to a slowdown in entry-level hiring. The longer-term pipeline risk associated with this trend is discussed in Section 7.

Data & AI

This is the fastest-evolving area:

• Significant growth in demand for data engineers, ML engineers, and AI specialists.
• Shift toward data platform and infrastructure roles.
• Rising need for professionals who can operationalise AI (MLOps).

Data from Indeed reinforces this trend: 11% of job postings now mention AI, up from just 4% in November 2023.

Cybersecurity

Cybersecurity has become a board-level priority:

• Strong demand across security engineering, GRC, and cloud security.
• Increased hiring driven by regulatory pressure and risk mitigation.
• Shortage of experienced professionals remains a challenge.

Infrastructure & Cloud

• Continued demand for cloud engineers and platform specialists.
• Growth in DevOps and SRE roles.
• Focus on cost optimisation and scalability.

Projects, Change & Transformation

• Increased reliance on contract talent.
• Demand driven by transformation programmes rather than BAU hiring.
• Strong need for professionals who can bridge business and technology.

We are seeing a sustained increase in demand for contract professionals across transformation and data programmes, as organisations prioritise flexibility over permanent headcount growth.

#6 Retention & Employer Strategy: What Actually Works

In a market where the right talent remains scarce, retention continues to be a critical priority.

Flexible & Hybrid Work

• Hybrid working (2-3 days onsite) is now the standard expectation.
• Fully remote roles still exist but are increasingly limited, largely due to legacy post-pandemic arrangements rather than widespread market availability.
• Employers offering genuine flexibility continue to hold a competitive advantage.

According to the Barden National Talent Monitor, 78% of professional roles in Ireland operate on a 2-3 day hybrid model. Fully remote roles are declining, while full-time office roles have increased to 15%

Competitive Compensation and Benefits

• A competitive salary remains essential, complemented by healthcare, pensions, bonuses, and generous annual leave.
• Barden data shows that offering 23-25 days of annual leave or more is critical; anything less puts companies at a notable disadvantage in attracting and retaining talent.

Employee Wellbeing

• Wellbeing-related benefits strongly influence employment decisions. Mercer’s 2024 Global Talent Trends report highlights that mental health support and wellbeing initiatives are increasingly valued.
• Companies that invest in wellbeing and foster positive team-manager relationships boost both retention and morale.

Internal Skill Development and Career Growth

• Access to meaningful projects and emerging technologies is a key driver of retention in the technology workforce. Reskilling and upskilling are now top priorities. Organisations that invest in training, support, and clear career pathways enable employees to grow and progress.
• Providing opportunities to work with new technologies internally also reduces turnover, as employees are less likely to look elsewhere for development.

#7 The Skills Gap and Future Talent Pipelines

Ireland continues to face a significant technology skills gap. The challenge lies less in a lack of talent and more in a mismatch between available skills and evolving business needs. Recent reports from Ibec (2025) and Generation Ireland/McKinsey highlight this – over 80% of firms report difficulty aligning talent with their requirements.

Employers particularly struggle to find people who combine:

• Strong technical expertise, especially in emerging technologies such as AI.
• Business understanding.
• Communication and collaboration skills.

Implications for Employers:
To remain competitive, organisations must shift from traditional hiring and training models toward a more dynamic, skills-based approach. This includes:

• Prioritising adaptability and learning agility over static qualifications.
• Investing in continuous, structured upskilling and reskilling programmes.
• Embedding cross-functional development to bridge technical and business capability gaps.
• Redesigning roles to evolve alongside emerging technologies.
• Strengthening internal talent mobility to better align existing skills with changing needs.

The most valuable talent is no longer defined by what they know but by how quickly they can adapt.

AI and Junior Talent:

As you can see, advances in AI and automation are accelerating the obsolescence of certain skills. Upskilling is no longer a one-off initiative but a continuous necessity. Companies are prioritising senior engineers and AI specialists, leaving entry-level talent behind. This reduction in junior hiring presents a long-term pipeline risk: if organisations stop investing in early-career talent today, the mid-to-senior talent of tomorrow will be in even shorter supply.

Junior employees bring fresh perspectives, adaptability, and a capacity to learn quickly – qualities essential in a fast-changing tech landscape. Neglecting this talent now risks losing the next generation of tech leaders, including future CTOs.

Many global firms locate in Ireland not just for tax benefits or strategic location, but for the strong university-to-industry pipeline. The steady flow of graduates and the connection between research and industry is a key part of Ireland’s appeal as a tech hub. Scaling back investment in early-career talent risks weakening the very ecosystem that attracted these companies in the first place. Hiring leaders must keep the focus on junior talent – it’s an investment in the future of innovation.

This is where Barden can help you. At Barden, we work closely with organisations across Ireland to navigate this evolving technology talent landscape. Our quarterly talent monitors combine real-time market data with on-the-ground insight to support more informed hiring decisions.

If you are shaping your technology strategy for 2026, we would be delighted to support you.

References

• ManpowerGroup Ireland (2026) Employment Outlook Survey: Q2 2026 Ireland. Available at: https://www.manpower.ie/blog/2026/03/manpowergroup-ireland-q2-2026-employment-outlook-report
• Indeed Hiring Lab (2026) Ireland Jobs & Hiring Trends Report 2026. Available at: https://www.hiringlab.org/uk/blog/2026/01/27/indeed-2026-ireland-jobs-hiring-trends-report/
• RTÉ News (2026) One in ten Irish job postings now reference AI. Available at: https://www.rte.ie/news/business/2026/0127/one-in-ten-job-postings-ai/
• ThinkBusiness (2026) AI job postings rise as remote work trends continue in Ireland. Available at: https://www.thinkbusiness.ie/articles/ireland-ai-job-postings-remote-work-indeed-2026/
• Irish Tech News (2026) Indeed 2026 trends report: AI and remote work reshape hiring. Available at: https://irishtechnews.ie/indeed-2026-trends-report-1-in-10-job-postings-now-reference-ai-while-remote-work-mentions-climb-to-new-high/
• IBEC (2025) 82% of businesses grappling with critical skills gaps as AI and digital demands accelerate. Available at: https://www.ibec.ie/
• Generation Ireland (2025) Bridging Ireland’s tech skills gap through social mobility. Available at: https://www.generationireland.com/
• TechCentral.ie (2025) Ibec report finds 82% of businesses grappling with critical skills gaps. Available at: https://www.techcentral.ie/
• Irish Times (2026) AI is turning Ireland’s graduate recruitment market upside down. Available at: https://www.irishtimes.com/your-money/2026/02/26/ai-is-turning-the-graduate-recruitment-market-upside-down/
• RTE (2026) Entry-level tech jobs being impacted by AI growth – Department of Finance. Available at: https://www.rte.ie/news/ireland/2026/0218/1559006-ai-jobs-ireland/

Firstly, it’s important to clarify what we mean by the mid-senior segment of the accounting & finance market. At Barden, this typically refers to professionals with 5+ years of post-qualified experience, encompassing roles such as Finance Director, Head of Finance, Financial Controller, and Finance Manager level roles, across Controllership, FP&A, Finance Business Partnering, Compliance, and Corporate Finance.

*Tax & Treasury insights are covered in a separate publication.

#1 Framing the mid-senior market

17.8% of professionals in this segment of the market are demonstrating job-seeking behaviour, an increase of 1.1% from this time last year. Of those exhibiting job-seeking activity, 9% actually changed roles in the last year. For a company with 100 employees, a normalised turnover rate suggests a loss of 9–10 people annually.

Talent behaviour remains measured in this segment. The median tenure has edged up to approximately 3 years, reflecting a continued trend towards longer tenure and greater role commitment, influenced in part by ongoing macroeconomic uncertainty.

Workforce participation in this cohort is 47% female and 53% male, though disparities exist across professions and seniority levels.

Quality over volume is the dominant theme. Employers seek finance leaders who can operate effectively in ambiguity, control costs, influence decision making, and communicate confidently with senior stakeholders – particularly in roles close to the executive leadership. Many senior finance positions now also encompass responsibility for finance transformation, systems upgrades & implementation, process improvement, or automation initiatives.

#2 Outlook for remainder of 2026

As we look ahead to the remainder of 2026, the outlook for senior finance hiring in Ireland remains measured.

Ongoing geopolitical instability, including the conflict in the Middle East, alongside broader global economic uncertainty, continues to influence business confidence. As a result, many organisations are maintaining the cautious hiring approach seen throughout 2025, with a focus on critical and strategic hires rather than volume.

From a talent perspective, senior finance professionals remain largely passive. Movement is selective, with individuals prioritising clear role scope, career progression, and organisational credibility and culture.  There is also a noticeable shift towards more thorough due diligence from talent, with individuals taking time to assess risk, leadership quality, and long-term stability before committing to a move.

Demand continues to centre on finance leaders who can combine strong financial control and governance with transformation capability and commercial partnering at senior level.

Salary growth is expected to remain relatively contained. In most cases, successful hiring outcomes are being driven less by remuneration and more by the quality of leadership, clarity of mandate, and overall culture and direction of the business.

That said, we expect a modest increase in talent movement through the remainder of the year. Many professionals are now reaching the 2.5–3 year tenure mark, often the point at which progression is reassessed, particularly where responsibilities have expanded without corresponding recognition.

We spend the majority of our time getting to know mid-senior accounting & finance talent in Ireland, and here’s what we’ve learned along the way:

#3 Base Salary

Salaries in Ireland at the mid-senior accounting & finance end have remained strong, with clear premiums for roles that carry leadership responsibility, strategic impact, or manage the full finance function. Overall, salaries have been broadly rising in line with inflation, reflecting both market competition for talent and the increasing complexity of finance roles, with compensation now driven as much by scope and impact as by title.

For the purposes of transparency, for the mid-senior accounting & finance talent in Leinster, we’re going to focus on job titles (as opposed to PQE given this disconnects from salary and job title as early as 3 years after completing your training) and business structure for the accounting & finance industry.

This is also a very broad guideline, and it’s important to understand the specifics of each individual role, i.e., reporting manager, size of the team, and scope of responsibilities. What one company calls a ‘finance manager’, another might call a ‘FP&A manager’, and another might call a ‘financial controller’.

*We are deliberately not covering the salaries of CFOs in this Talent Monitor but will address this in a separate publication.

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

Titles mean nothing without context, and every organisation is different and there are lots of factors and variables that impact this.

Examples of recent appointments in Leinster and how context can impact salary include:

• Head of Finance Irish MNC – €170k – managing small team responsible for all finance & compliance related activities.
• M&A Manager Irish HQ – €130k – leading all mergers & acquisition activities for the group.
• Interim FD MNC – €145k – commercially focused across FP&A and Controllership, managing small high performing team.
• Head of Commercial Finance Irish HQ – €105k – managing commercial finance activities for a specific business unit.  Managing small team.
• Senior Manager FP&A – Irish HQ PLC – €145k – managing FP&A and business partnering for a large division.
• FP&A Manager – Irish international – €80k – managing FP&A and business partnering for a business unit. No direct reports.
• Finance Manager – Irish SME – €85k – managing small team responsible for a broad range of finance activities.
• Financial Controller – Irish international – €115k – managing small team responsible for month end, external reporting & compliance.

For illustrative purposes above, we have only focused on base salary. Of course, it’s important to highlight here all components of total compensation (Base + Package) should be considered, including pension contribution, bonus, LTIP, healthcare, and annual leave entitlement. Again, this can vary from company to company, role to role.

#4 Other benefits

The graph below outlines the mode for benefits offered based on a sample of roles the mid-senior accounting & finance team in Barden supported in 2025.

#5 Key Market Trends

Here’s what we’ve observed this quarter in the mid-senior accounting & finance talent pool in Ireland:

Hybrid working trends:

Hybrid working has firmly established itself as the default expectation at the mid-senior accounting & finance level in Leinster. 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. Especially at the more senior end of the market, 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 mid-senior accounting & finance team in Barden supported in 2025 and as you can see, the most common hybrid arrangements vary depending on the organisation.

It is important to note that the working arrangements change depending on seniority, the sector and the specialism in finance. Certain specialisms like Corporate Finance, Corporate Development, Finance Business Partnering and senior management positions are more likely to be office based regardless of wider company policies as they can require more face-to-face engagement. Sectors like Construction, Commercial Property, Family Offices also tend to be more office based.

Where there has been a notable shift to more officed 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 are companies doing to attract mid-senior accounting & finance talent these days?

In our experience and what we see, hiring managers with the most success, tend to follow some of these key aspects below:

Talent-driven job market – Individuals are now firmly in the driving seat due to a shortage of talent to meet the demand for suitably qualified accountants, particularly at the junior and mid-career levels. Be market-led, or risk not attracting top talent!

• Culture and values – Culture is a key differentiator for professionals considering their next move. Individuals increasingly want to align with a company’s values, feel passionate about their work, and believe in the wider mission, with a clear shift towards roles where they feel valued and can make a positive impact.
• Employer Brand – To attract top talent, hiring managers must therefore have a stellar brand in the marketplace. As we all know, the finance community in Ireland, specifically in Dublin, is very close-knit, and your brand in the market therefore matters.
• Clear articulation of the people, role, and purpose – High-calibre professionals expect clarity on leadership, role scope, and organisational direction from the outset. To compete for the best, organisations must communicate opportunities with conviction and purpose.
• WLB and flexibility – The demand for flexible working arrangements continues to be of growing importance and a continued focus on work-life balance (“WLB”). Day in day out, we hear from talent that they are willing to take less money for a role that will offer more WLB. Striking the right balance is key.
• Hybrid working – What hybrid working arrangements are being offered to individuals? The ongoing discussion. To stay competitive, a hybrid work model that offers both flexibility and the benefits of workplace collaboration. No flexibility to work from home is a significant detractor and will greatly limit your access to talent.
• Reward and benefits – Competitive base salaries that are talent/market-led rather than budget-led, and definitive salary review. Strengthening additional benefits i.e., sign-on bonus, bonus multipliers to recognise professionals exceeding expectations, stronger employer % pension contribution, wellness subsidies, enhanced annual leave offering and other enhanced statutory leave entitlements.
• This talent-driven market will also lead to salary inflation in the months and years ahead, while intrinsic reward – how people feel about the work they do – will become an increasingly important differentiator.
• Career progression – Defining clear paths for progression in the current role and secondment opportunities to other business functions.
• Learning & development – Offering exposure to commercial projects/decisions and supporting educational opportunities to upskill in line with career progression.
• Technology and automation – Focusing on automation and technology enhancements where possible and outsourcing administrative duties.

Finally, and most importantly, how you make someone feel in a process is vital. Don’t leave ‘em hanging. Hiring managers must be willing to act quickly when the right individual comes along.  If engaging in a recruitment process, expectation management and a fast-hiring process are absolutely key. As the hiring manager, it is your responsibility to set expectations with both internal and external stakeholders. If expectations are managed correctly, you’ll dramatically increase the likelihood of a positive outcome for both you and your prospective hire. Remember, silence and time kill all deals.

This is where Barden can help you. We offer over 20 profession-specific talent monitors, such as for early-career accountants or data analysts, that provide real-time, quarter-by-quarter insights. While some of this data is publicly available here>>>, bespoke analysis remains key to effectively shaping your talent strategy.

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 contact Tony Kerslake (Leinster) at tony.kerslake@barden.ie, or Denis Galvin (Munster) at denis.galvin@barden.ie; we’re where leaders go before they start looking for Mid-Senior Accounting & Finance 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 Tony Kerslake (Leinster) at tony.kerslake@barden.ie, or Denis Galvin (Munster) at denis.galvin@barden.ie.

If you’re hiring a part-qualified accountant this quarter, here are some things you need to know…

Before you go to market to hire a part-qualified accountant, it’s crucial to understand current market trends, identify what level and type of part-qualified accountant you need, and figure out how to position yourself as an employer of choice. That’s where Barden steps in.

#1 Job Title

When hiring a part-qualified accountant, it’s important to remember that job titles can vary widely. We’ve often seen two individuals performing very similar roles, yet one may be titled Accounts Assistant while the other is called Assistant Financial Controller. Job titles alone don’t fully reflect the breadth of a role; it’s the specific responsibilities and expectations that truly define a person’s position.

So, before you decide on a job title for a part-qualified accountant, it is important to consider some of the points outlined below. After all, job titles mean nothing without context.

#2 Balance of Activity

To effectively navigate the challenges of identifying the right person for your role, it’s essential to focus on the balance of activity and how an individual allocates their time and divides it between various tasks.  This is important but it can be a little tricky.

Below is a simple continuum of the activity you would expect to see in any finance team/role from a part-qualified perspective. This continuum is deliberately focused on financial accounting activity as most part qualified accountants train and spend their time here. We have also mapped various activities in the continuum and how titles relate to salary and proximity to exam completion, all of which will paint a picture of the natural order and flow of a part-qualified accountants’ career. This continuum ignores things like finance transformation, statutory reporting, tax etc.…let’s keep it simple for now.

#3 Exceptions to the rule

Of course, there are always exceptions to the rule, especially when it comes to part-qualified accountants… Here are some exceptions and variables which matter.

1. Qualified By Experience (QBE):

These individuals have a significant amount of hands-on practical experience. This cohort typically decide not to progress with the exams but have worked within the accountancy space for a number of years and have a high-level of knowledge and experience. As the title above suggests, they have qualified through experience but not through exams.

2. Career Changers:

This cohort have had a previous career with experience in the likes of supply chain, business support, technology and made the move into accounting recently. These individuals have the potential to add significant value to an organisation, particularly if their prior experience is of relevance to the business. It is important to attribute some value to prior careers should it have relevance to the organisation as they will have advanced knowledge of the business.

3. Coming from Practice:

These are individuals making the transition from Practice into Industry. There will be a small percentage of this cohort who will be looking to leave an Audit or related training contract in a large practice and looking to transition into Industry. This group might not have debits and credits exposure but will be professional and capable of learning quickly. They will likely require some additional time to find their feet but ultimately, can be a great asset to a business.

#4 Demand VS Supply

This is tricky to quantify, given the transient nature of the part-qualified community and that many qualify in time.  What we do know is that these individuals are finite in number and are often bound to an employer given the investment in education, be this formally or informally. As a result, the supply of talent at all levels above is typically quite low.

For junior accountants, often employers will look at AP, AR or similar transactional level exposure, who have a capability of pursuing exams rather than someone who is working as a junior accountant.

If you are hiring a part-qualified accountant, it is important you realise that someday they will likely become qualified. Succession planning will increase the likelihood of retaining talent beyond qualification. Understanding the qualified accountant market, knowing the market rate and budgeting for the inevitable increases when qualified, are all important factors to consider for the medium term.

In summary, the more you invest and support a part-qualified accountant on the journey, the more likely you are to retain them beyond the qualification.

#5 What are companies doing to attract talent?

The Finance Managers and Financial Controllers that we work with use some of the following tactics to make sure they get the best results:

• Identifying junior talent and investing in upskilling – earning and learning.
• Pathways for development internally. As outline above, this is key. Clear and defined pathways for qualification will not only attract the right talent but retain them.
• Competitive base salaries that are talent-led rather than budget-led. We have seen an increase in salaries over the last 12-18months in this space and renumeration has become increasingly competitive.
• Additional benefits (bonus, healthcare, working abroad for short periods of time) this is not necessarily the norm in this space, but including a more robust benefits package is more attractive to talent and can somewhat offset the increase we are seeing in salaries.
• Considered Hybrid working patterns that reflect the nature of the role.
• Investing in company culture dynamics.

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 Jodie Meehan our Part-Qualified Accountant Talent Advisor & Recruiter here in Barden (jodie.meehan@barden.ie); we’re where leaders go before they start looking for Part-Qualified Accountant 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 Jodie Meehan at jodie.meehan@barden.ie.

Finance transformation isn’t just about new systems or processes; it’s about delivering meaningful & lasting change. The best transformations don’t just improve finance functions; they enable smarter decision-making, drive efficiency, and future-proof businesses, enabling the finance function to scale. When done right, finance transformation feels seamless, but behind the scenes, skilled professionals are making it all happen.

At Barden, we understand the Finance Transformation space and the talent that drives it. Our latest talent monitor highlights specific trends and data around the movement, availability and salary trends for Finance transformation professionals in Ireland. If you’re thinking about strengthening your team in the coming months, here are a few key things to consider.

#1 Finance Transformation Professionals – Verticals

Finance transformation specialists are the architects of change, translating vision into action. Their work may not always be front and centre, but the impact of what they deliver is significant. Finding the right talent to shape and execute transformation initiatives is critical to ensuring meaningful, sustainable results.

In Barden, we categorise Finance Transformation professionals across 3 core verticals as follows:

1. Subject Matter Expert
2. IT / Technology Expert
3. Agnostic – SME & Technology

Let’s explore the verticals in more detail including typical characteristics and examples, delving into the SME category in more granular detail.

When defining your talent needs for a finance transformation program you should focus on the key verticals and essential attributes required for successful delivery. It will of course be dependent on the Finance project or programme of work you are looking to deliver. It is worth noting that most projects will have a number of these verticals involved; for example, when delivering an ERP project, a technology professional with expertise in delivering ERP projects will work alongside SME’s in areas such as Record to Report, Order to Cash, Finance & Controlling.

#2 Base/Salary Considerations

Salaries have remained steady over recent quarters and are in line with average salaries monitored throughout 2025. Below are some guidelines for salaries, for Finance Transformation roles both within industry and practice.

Some important points to note:

• Figures above relate to base salary only.
• Context is key – this includes both context on breath and scope of the role and sector in which the role resides. There can be considerable variances in these figures dependent on those variables including industry, scope of responsibility, geographical reach, reporting line and years of experience.
• Important consideration is being attributed to benefits outside of base salary. These include bonus, health (individual & family), pension, LTIP’s (level dependent), hybrid working arrangements etc. These are as important to people as the base salary alone and often form key aspect of attracting talent to an organisation.
• Offering 23–25 days of annual leave or more is critical. Anything less puts companies at a notable disadvantage in attracting and retaining talent.

Bespoke salary advice based on your unique set of requirements is always the best approach to benchmark salaries for the talent required in the project and transformation space.

You can expect a 10-15% reduction on the above numbers, when considering appointments outside of Leinster. For bespoke advice please contact our team; catherine.drysdale@barden.ie (Leinster) or christine.mccarthy@barden.ie (Munster).

 #3 Continuum of Activity | Finance Transformation

The variables that are relevant to the role you are hiring for matter a lot in Finance Transformation and will play an important factor in defining the base salary and overall remuneration package. We have provided below some general guides along with an overview of both the internal & external variables, some include:

• Technology or SME expertise – a project requiring specialised skills in areas such as ERP, emerging technologies, Change and programme management and IT or specific industry expertise can contribute to higher salaries.
• Project Complexity – The complexity and scale of the finance project or programme often comes with higher compensation & specialised niche talent requirements.
• Industry and Sector – Project and transformation talent working in specific sectors such as Technology or financial services may receive higher compensation due to the specialised knowledge and complexities associated with programmes of work being delivered.
• Responsibilities and Scope – Transformation experts overseeing a portfolio of projects or managing cross-functional teams are likely to receive higher salaries compared to those handling smaller, less complex projects.
• Market Demand & talent availability – The demand for finance transformation professionals  in a particular region or industry can influence salaries and may lead to increased compensation. For example, talent specialising in ERP implementations such as Oracle Fusion & SAP S4 HANA are seeing increased demand for their expertise as organisations move from on-prem to Cloud solutions across those ERP platforms.

#3 Talent Availability & Working Arrangements

Demand remains “very high” for finance transformation professionals across both industry and practice. Here are some key data points about the Finance Transformation talent pool in Ireland this quarter:

• The first quarter of the year is traditionally when bonuses are paid and promotions are granted, which tends to reduce employee movement and leads to a tighter talent market across the board.
• There has been a surge in demand for talent across projects, transformation and change functions, particularly in roles at the intersection of compliance, risk, operations, finance and technology. At Barden, we see this play out across sectors, including financial services, pharma, technology, fintech, and beyond, as companies respond to increased scrutiny, new standards, and heightened expectations from regulators, investors, and the public alike.
• Given the current geopolitical landscape and uncertainty surrounding the Trump administration, there’s a sense of caution among transformation professionals especially those at senior level, many of whom are choosing to stay put and wait for more stability.
• A marked shift in hybrid models has been experienced since the start of 2025 with 71.6% of roles now aligning to a 2–3-day hybrid model, making it the clear standard for most organisations. Notably, full-time office work has increased from 7.6% to 13.3%, which is undeniably reflective of the move by some US multinationals and others to a five-day working week in the office in H1 of this year.
• Fully remote roles continue to decrease, now accounting for just 4.4% of jobs. This highlights that expectations of 100% remote work no longer align with market realities.

#4 Key Considerations for the Next 12 Months

The Finance Transformation Office within any organisation continues to play a vital role, especially in the context of the continued heightened focus on finance transformation. Staying agile and forward-thinking will be critical for professionals in this space.

Some key considerations for the year ahead:

• Compliance at the Core of Transformation & Change: Project and change professionals are no longer operating on the periphery of compliance; they are being pulled into the centre of it. Whether it’s leading SOX readiness programmes, DORA implementation, ESG reporting readiness, or integrating cybersecurity and privacy solutions, transformation teams are increasingly at the forefront of regulatory and compliance initiatives. This shift requires new capabilities, including understanding the language of controls, compliance, and regulation and designing change initiatives that meet both business and regulatory objectives. For employers, this means the talent profile is evolving.
• Project Governance: As transformation agendas grow in scope and complexity, strong project governance remains a key consideration. Placing continued emphasis on clear prioritisation, structured oversight, and tangible value tracking across finance transformation programmes is a key aspect to ensure successful delivery. This drives demand for talent with deep programme governance expertise, not just delivery capability.
• AI Governance & Ethics: With AI adoption, Finance leaders must manage risks such as bias and transparency while ensuring compliance and accountability to maintain trust and drive responsible AI use across their finance functions.
• Cybersecurity considerations: As organisations accelerate digital transformation, cybersecurity risk continues to remain a top priority. Finance transformation initiatives must embed security from the outset, requiring leaders to be well-versed in risk management & data privacy regulations. Close collaboration with key business stakeholders is essential to proactively identify and mitigate vulnerabilities, ensuring transformation outcomes are secure and compliant. This is especially important in highly regulated environments such as financial services.
• Value creation through data: Companies with large, fragmented data systems will need Transformation talent who can integrate these systems, unlocking the value of data across the organisation for smarter decision-making and competitive advantage.

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 Catherine Drysdale (Leinster) or Christine McCarthy (Munster) our Finance Transformation Talent Advisory & Recruitment team here in Barden (catherine.drysdale@barden.ie; christine.mccarthy@barden.ie); we’re where leaders go before they start looking for Finance Transformation 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 Catherine Drysdale at catherine.drysdale@barden.ie or Christine McCarthy at christine.mccarthy@barden.ie.

If you’re hiring an AR professional this quarter, here are some things you need to know…

AR by any other name is still accounts receivable. The exact role of an Accounts Receivable professional is shaped by the specific processes and procedures a company uses to manage customer invoicing and collections. This typically includes generating and sending invoices, tracking payments, following up on overdue accounts, reconciling discrepancies, maintaining accurate financial records, and ensuring timely collection of outstanding balances, but the name varies depending on the company. You might know it as:

• AR
• OTC (Order to Cash)
• O2C (Order to Cash)
• Credit Control
• Billing & Collections
• Accounts Receivable

Accounts Receivable and Credit Control are often treated as different functions, but the distinction is mostly about emphasis. AR is transactional—raising accurate invoices, maintaining balances, and recording payments. Credit Control is preventative—managing customer risk, setting credit terms, and chasing overdue debt.

The nuance is that AR manages what’s already happened, while Credit Control shapes what should happen. Ultimately, though, they serve the same goal: converting sales into cash and protecting cash flow. For simplicity, we will refer to these roles collectively as AR professionals.

We meet hundreds of professionals every year across a wide variety of companies, structures, and jurisdictions and here is some of what we’ve learned from them over the years.

#1 Job Seeking Behaviour of AR Professionals

Accounts Receivable professionals tend to show two clear job-seeking behaviours. Some are highly driven and focused on career progression, looking for roles that offer a step toward management or a move into broader accounting functions. Others are more influenced by practical factors such as salary, industry, and whether the business operates in a B2B or B2C environment, valuing stability and fit over rapid advancement.

An Accounts Receivable professional’s job-seeking behaviour typically focuses on roles where they can apply their skills in managing incoming payments, maintaining financial records, and ensuring timely collection of outstanding invoices. Key aspects of their job search include:

#2 Salary

For AR talent, it can be all about the base. Here is what you would expect to pay today:

You can expect a 10-15% reduction on the above numbers, when considering appointments outside of Leinster. For bespoke advice please contact our team; phonsie.irwin@barden.ie (Leinster) or tara.higgins@barden.ie (Munster).

It’s important to note some caveats to the salary ranges above. Leading a team—typically 1–5 people (€60,000 – €65,000) or 5+ people (€70,000+)—can increase compensation. Similarly, roles focused on specific projects, such as transformation, automation, or AI, may command higher pay. The extent of any increase generally depends on the proportion of time spent on day-to-day responsibilities versus project-based work.

#3 Continuum of Activity

In AR, scale plays a crucial role in shaping responsibilities. Generally, the larger the AR team, the more specialised each role becomes, focusing on a smaller segment of the workflow. On the other hand, smaller teams require broader involvement across the entire process. Simple. Below is a breakdown of the tasks an AR Specialist typically handles. Their day-to-day focus — or “balance of activity” — meaning the tasks they spend most of their time on, is a strong indicator of their seniority and, ultimately, their salary.

At the entry level, the job is mostly about processing and recording payments. As you move up, it becomes more about problem-solving, analysis, negotiation, and financial strategy. Senior AR Specialists may even have a say in shaping the company’s financial policies.

#4 Demand vs Supply

The continued shift in the market has given further rise to supply of AR professionals seeking employment opportunities across Ireland. The demand or open roles across this space is slightly down on last year.

The surplus of talent has allowed managers to be selective in their hiring processes, as the supply of accounts receivable talent exceeds the available job opportunities. However, this surplus relates specifically to junior and mid-level AR professionals, with the demand for senior and specialised talent still being identified in the ‘very high demand’ category.

Here’s what we’ve observed this quarter in the AR talent pool in Ireland:

What are companies doing to attract talent?

The AR Leaders and Financial Controllers that we work with use some of the following tactics to make sure they get the best results:

• Competitive base salaries that are talent-led rather than budget-led.
• Additional benefits (bonus, healthcare, working abroad for short periods of time).
• Considered Hybrid working patterns that reflect the nature of the role.
• Pathways for development internally.
• Investing in company culture dynamics.
• Outsourcing or automation.
• Identifying junior talent and investing in upskilling.

#5 Challenges for Attracting & Retaining AR Specialists in Dublin

Career Growth & Recognition AR roles can be seen as stepping stones, leading to turnover if employees don’t feel recognised or see clear advancement opportunities. Organisations must acknowledge the value AR Specialists bring, offering career development plans, regular feedback, and skill diversification to keep employees engaged.

Competitive Compensation & Benefits Attracting AR talent in Dublin requires more than filling roles; it demands competitive salaries and attractive benefits like flexible work, wellness programs, and performance incentives. A supportive environment where contributions are valued is key to job satisfaction and retention.

Adapting to AI & Technological Changes AI and automation are reshaping AR roles, shifting responsibilities and requiring continuous upskilling. Companies must invest in training to empower teams to embrace these changes while ensuring human expertise continues to drive data interpretation, relationship management, and problem-solving.

By recognising these challenges and implementing thoughtful strategies, businesses can build a resilient, engaged AR workforce ready for the future.

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 Phonsie Irwin (Leinster), Tara Higgins (Munster) our AR Talent Advisory & Recruitment team here in Barden (phonsie.irwin@barden.ie; tara.higgins@barden.ie);  we’re where leaders go before they start looking for AR 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 Phonsie Irwin (Leinster) at phonsie.irwin@barden.ie or Tara Higgins (Munster) at tara.higgins@barden.ie.

The “Quality Assurance Talent Monitor” provides an in-depth analysis of the Quality Assurance (QA) profession within Ireland’s pharmaceutical industry. As a key function ensuring compliance, product integrity, and regulatory adherence, Quality Assurance plays a vital role in maintaining Ireland’s reputation as a leading pharmaceutical exporter.

#1 Continuum of Activity

The below imagery, from left to right, depicts the continuum of activity within the Quality Assurance profession, beginning with Raw Material sourcing and control to QP Batch release.

In Quality Assurance (QA), all activities generally fall within the above 3 key areas, which ensure compliance, effectiveness, and continuous improvement. Here are the 3 main areas:

1.1 Quality Management Systems (QMS)

• Manages document control systems, change control, deviations, and CAPAs (Corrective and Preventive Actions).
• Ensures records are maintained per regulatory expectations.
• Implementation of Good Manufacturing Practice (GMP) requirements per EU GMP guidelines (EudraLex Volume 4).
• Compliance with HPRA (Health Products Regulatory Authority) and EMA requirements.

1.2 Regulatory & Compliance

• Adherence to industry regulations (FDA, EMA, MHRA, GMP, GLP, GCP, etc.).
• Adherence to EU and Irish pharmaceutical laws (e.g., EudraLex, ICH guidelines, HPRA regulations).
• Regulatory submissions and approvals via HPRA, EMA, and FDA (if exporting to the U.S.).
• Handling regulatory inspections and audits from the HPRA, EMA, and FDA.
• Ensuring GMP, GDP compliance in manufacturing and distribution.

1.3 Product & Process Control

• Analytical testing and Review.
• Investigation and resolution of out-of-specification (OOS) and non-conformance issues.
• Implementation of Corrective and Preventive Actions (CAPA) as a result of OOS investigations.
• Batch record review and lot release (Qualified Person (QP) certification in Ireland).
• Pharmacovigilance and complaint handling to ensure patient safety.
• Ongoing GMP training and personnel qualification to ensure compliance and competency.

These 3 pillars ensure a structured and effective QA system that meets regulatory requirements while driving high product and process quality.

QA professionals operate across various domains, with responsibilities influenced by multiple factors, including:

• Function and scale of Team:
  • Key areas include Compliance and regulatory, Batch Release & QP, Supplier Quality and Vendor Management, Internal & External Auditing, QMS and Document Control, Deviation and CAPA Management.
  • Smaller teams, one individual could cover the full continuum, whereas in larger teams, specialisation occurs, and hierarchy emerges.

• Product Type:
  • Sterile (Injectables, Ophthalmic, Biologics) v Non-Sterile (Tablets, Capsules, Syrups).
  • Biologics (Vaccines, Monoclonal Antibodies, Gene Therapy) v API (Generics, OTC products).
  • High Risk (Oncology Drugs, Hormones, Blood Products) v Low Risk products (Vitamins, Cosmetics, OTC Medicines).

• Regulatory Scope:
  • Ensuring compliance with guidelines from regulatory bodies such as the EMA, FDA, HPRA, and WHO.

• Company Type:
  • Differences exist between Pharma, Biopharma, Contract Development and Manufacturing Organisations (CDMO), Contract Manufacturing Organisations (CMO), and Generic Pharma companies.

These elements shape the scope of QA roles and impact salary structures across the sector.

#2 Base Salary

*Salaries for both Quality Auditors and QPs vary significantly.  

There are a number of factors that play a critical role in influencing these variations.

For Quality Auditors, Product type and complexity of the product, frequency of travel coupled with base locations of suppliers will significantly impact salary.

For a QP, salaries differentiate depending on whether an individual is purely QP Qualified with no licence experience versus a QP who has experience working under a license as a QP. Having licence experience is becoming a key requirement for hiring companies. These companies may have QP qualified talent within their Quality Team, but who are lacking the necessary licence experience.

In recent years there has been a large uptake in QA Professionals undertaking QP courses.

Salary levels in QA are determined by a number of factors. Below I have categorised them specifically in relation to internal and external factors:

Some of which are already mentioned above.

• Internal Factors:
  • Function of Team:
    • QA teams that focus on specialised functions (e.g. QP, Aseptic QA, Sterility assurance, QA Auditing) often require highly skilled professionals, leading to higher salaries. More general QA roles may not command the same premium.
  • Regulatory Complexity:
    • Teams directly responsible for ensuring compliance with strict regulations (e.g. Qualified Person (QP) teams or audit teams dealing with global regulatory bodies like the FDA or MHRA typically earn more due to the critical nature of their work.
  • Size of Team:
    • In smaller teams, individuals may take on broader responsibilities, which can justify higher pay. In larger teams, roles may be more segmented, affecting salary depending on whether a role is strategic or operational.

• External Factors:
  • Demand vs. Supply:
    • The availability of skilled QA professionals impacts salary competitiveness within the industry.
  • Industry Trends:
    • The increasing focus on digitalisation, automation, and data integrity in QA influences the demand for specialised skill sets.

#3 Demand vs. Supply / Talent Availability

As the pharmaceutical sector continues to maintain a strong performance, the demand for qualified QA professionals remains consistently high.

Quality Auditors and QP talent remain in high demand.

#4 Conclusion

Barden’s “Quality Assurance Talent Monitor” highlights the evolving landscape of QA roles within the pharmaceutical industry in Ireland. Understanding the interplay of internal job functions, external market trends, and salary benchmarks is crucial for both employers and professionals navigating this competitive field.

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 Aidan Crowley our Quality Assurance Talent Advisor & Recruiter here in Barden (aidan.crowley@barden.ie); we’re where leaders go before they start looking for Quality Assurance 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 Aidan Crowley at aidan.crowley@barden.ie.

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.