As the march of AI continues, it is crucial that companies identify how to and who manages the opportunities it creates, as well as the risks it can pose.

Responsibility for AI strategy in a company is rarely restricted to a single person.  This is because AI impacts everything, from supply chains and product delivery to interpreting data, identifying new products and marketing them.

AI, if used effectively, can reduce costs, labour needs and increase the speed of “go to market”.  However, we all know it is a double-edged sword, with risks including misinterpreted data, not using an adequate population of base data and (un)ethical business practices.

As such, the responsibility for a company’s AI strategy must be a collaborative effort spanning the C-suite, board of directors, and specialised business unit leaders.

However, let’s be very clear – the ultimate ownership must lie with the CEO and the Board of Directors.

AI touches every aspect of business, and leaders need to fully understand the potential risks and opportunities it offers. Nearly 30% of AI-leading companies now have AI or generative AI formally on the board agenda. This reflects a growing recognition that AI isn’t a narrow IT or innovation topic; it’s a full-board issue touching risk, growth, and competitive positioning.

Top-performing enterprises have moved beyond using AI to improve existing processes. They are now focused on using AI to build new products, open new markets, and reinvent business models.

Where to Start?

The starting point for a board or CEO to consider the potential for AI in their company can come down to 2 basic questions:

• Where to deploy AI? and
• How to manage the risks that come with it?

The more effective companies have already made their choice.

In these companies, the CEO and the C-suite are setting the tone for AI. They acknowledge that AI is not a separate technical initiative but a strategic need that transcends all aspects of the business; AI strategy is a bridge spanning technical teams to the business, commercial, and operational strategies.

The leaders of respective teams, such as product offerings, customer experience, growth, and finance, whatever it may be, define their goals (much as in a traditional organisation structure), the AI lead and their team respond by making the goals achievable by best harnessing AI. This ensures that AI innovation will have an ultimate ROI focus rather than “AI for AI’s sake”. However, this only works when the CEO puts AI on the agenda and encourages the use of an internal team to enhance the business strategy with effective AI.

Final Thoughts

A strategy of “AI for AI’s sake” will not work – AI is a lever used to best achieve the ultimate business strategy. Whilst roles such as Chief AI Officer (CAIO) and Chief Data & Analytics Officer (CDAO) are growing in popularity and, indeed, need, the ultimate ownership for AI in a business must sit at the top. If a CEO or a Board delegates this responsibility, the tail (AI) will undoubtedly begin to wag the dog (strategy).

Barden Executive Search

Barden partners with Boards and executive teams to appoint leaders and build future-ready organisations. Our founders and senior leaders work directly with clients, bringing first-hand experience of scaling businesses and driving growth. Reach out to ed.heffernan@Barden.ie to connect. Your Leaders, found by Ours.

What defines a successful business model?

What factors do leaders need to consider in the design of their business model? How can they make it fit for purpose when seemingly everything around them is changing at pace?

Research has shown that a successful business model is shaped by the alignment of several core factors that allow an organisation to create, deliver, and capture value efficiently.  There are many variables that feed into this. Key factors include:

• clear value proposition
• strategic alignment of organisational design
• agility to adapt, and
• a strong, performance-oriented culture.

Clear Value Proposition

A clear value proposition focuses on “what the customer wants” and identifies the business’s unique selling point (USP).  Whether your business is in retail, hospitality, or professional services, this is constantly evolving as customers (clients) demand quicker, more responsive engagement and easier access to content/products.

Adopting technology enables businesses to deliver more quickly in a changing environment and ensure offerings can service the global market. As such, what may have been the traditional USP of 10-20 years ago – being cost – is now a myriad of USPs. 

This constant shift in the landscape of delivery and speed means that a company will need to re-evaluate its USP annually to ensure it remains fit for purpose. Ultimately, to achieve any sort of longevity, it must become synonymous with its brand. Otherwise, the USP could become redundant before they have mastered it.

Strategic Alignment of Organisational Design

Successful organisational design examines not only your teams and leadership, but also the processes that deliver your value proposition in an efficient and effective manner.  Processes are changing dramatically, hence the constant in the org design should be leadership for at least 3 years, but longer if possible.  However, ultimately, it can be held that strategic organisational design can no longer be accurately forecast for more than 3 years, as roles and responsibilities within the leadership team evolve as the wider business landscape changes.  As we have offered in other articles, the C-suite is changing. (see here>>>) This needs to be reviewed for each new strategy to ensure the focus is on the correct roles.  3 years is the old 10 years in a business life cycle.

Agility to Adapt

This “condensing of strategy time frames” addresses the absolute need for a company to be agile to adapt.  This is perhaps the most crucial characteristic for companies today.  As the business environment around us changes at a rapid pace, with technology, AI, 24/7 demands and the socio-economic environment, companies need to ensure they are constantly open to iterative design.  Rather than a “set it and forget it” approach, effective models must be updated regularly.

Companies must also ensure a level of resilience not seen previously.  The ability to withstand “black-swan” events and market volatility is essential, once again suggesting that the operating models we see today will not be the same in 10 years’ time.

A Strong, Performance-oriented Culture

A performance-oriented culture should consistently promote accountability and align with the company’s strategic goals.  The culture will likely be value-led and value-driven, and it is widely held that values should remain constant in an organisation for 5 – 8 years before they need to be reviewed and tweaked, if necessary.  However, if the selection of those values has been done in a manner to underpin the brand, ethos and desired culture in an organisation, the tweaks will be limited. As such, this may be the factor that WILL remain consistent in 10 years time.

This final factor is perhaps the one that will have the greatest longevity in today’s operational and business model setup.  Hence, it is critical that entities spend the time “getting this right”.

Final Thoughts

In short, to ensure a company remains agile and alert to a changing environment, it is appropriate to set strategies for no more than 5 years, ideally 3.  Business models that work today will likely not be fit for purpose in 10 years time, so plan to change and build in resilience markers to ride the stormy waters of change. Personnel and leadership skill sets may warrant ongoing review as the environment continues to change.

Barden Executive Search

Barden partners with Boards and executive teams to appoint leaders and build future-ready organisations. Our founders and senior leaders work directly with clients, bringing first-hand experience of scaling businesses and driving growth. Reach out to ed.heffernan@Barden.ie to connect. Your Leaders, found by Ours.

Succession planning is critically important, particularly for Irish business owners.

Firstly, if a business owner decides to sell their business, the first thing prospective buyers ask is “What is your succession plan?” When a founder exits a business, new buyers need reassurance that someone else will continue to drive growth, increase revenue, and lead the team.

Secondly, founders can become exhausted. They often build a business to a certain stage and are delighted to have gotten there, but they usually dreamed of creating it so they could have more freedom. They won’t realise that freedom unless they have somebody else to run the business while they take more of a back seat and enjoy the fruits of their labour.

Finally, having a successor eases daily stress and enables a leader to have someone underneath them to bounce ideas and decisions off. It helps ensure they are running the business as effectively now as when they started.

Barden partners with Boards and executive teams to appoint leaders, build future-ready organisations, and develop succession plans. Our founders and senior leaders work directly with clients, bringing first-hand experience of scaling businesses and driving growth. Reach out to jonathan.olden@Barden.ie to connect. 

The C-Suite has been on a journey of transformation, evolving from what used to be a traditional leadership group of the CEO, CFO and COO to a myriad of titles, responsibilities and, indeed, seniority.

C-Suite titles can now include the following, amongst others:

• Chief Digital Officer
• Chief Sustainability Officer
• Chief Diversity Officer
• Chief Data Officer
• Chief Innovation Officer
• Chief Risk Officer
• Chief Wellbeing Officer
• Chief AI Officer

It is important to note that, with the growth of the C-Suite, being a member of the “C-Suite team” does not necessarily mean you belong on the executive team.

The broadening scope and increasing complexity of C-Suite priorities and functions have given rise to a new C-Suite, one where it is critical to:

• Design the strategically needed roles
• Clarify which roles are enterprise critical and hence, belong on the executive team; and
• Adopt titles and reporting lines to define roles, responsibilities, and status.

Designing a Fit-for-Purpose C-Suite

It is a commonly held belief in leadership that, as groups expand beyond five members, coordination costs climb dramatically and decision-making quality declines. As such, when designing a C-Suite or leadership team, it is vital to minimise “adding chiefs,” as this may dilute clarity, slow decision-making, and increase the odds of overlap or conflict – more chiefs may result in more politics, not more performance.

The traditional CEO and CFO roles remain an undisputed requirement for most companies. Designing the remaining C-Suite should be deliberate and align with the entity’s strategy. Strategy clarifies the capabilities your company must excel at to differentiate itself from its competitors.

Common considerations include:

• Data, technology, innovation, and AI need to sit with leaders; do these need to be in the C-Suite?
• Human resources and talent acquisition can be clearly defined as being owned by a potential CPO. Still, consideration should be given to the need for a leader/owner of wellbeing, diversity, and experience.
• Sustainability: for your entity or for your customers? Is this a C-Suite role you may need? Or can it sit below the executive team with clear reporting lines?
• Perhaps a Chief Product Officer is needed if your organisation is product-driven?
• Does the company need a COO? What has often been a staple in companies to date is now being broken down into other titles or bled into functional roles.

Key Takeaways

What is in no doubt is the C-Suite’s critical role in a company.

It leads, sets the tone, and drives the strategy; hence, the roles need to be clearly defined.    These roles must be presented to the market and internally in a transparent manner, with minimal functional overlap.  Where there is overlap, concentrate on these areas of convergence – the seams – and ensure that ultimate ownership is understood for all decisions. Dual ownership rarely breeds successful outcomes.

In short, design your organisational structure and then acquire the talent. Don’t let leadership morph organically, as it may quickly become unwieldy.

Barden Executive Search

Barden partners with Boards and executive teams to appoint leaders and build future-ready organisations. Our founders and senior leaders work directly with clients, bringing first-hand experience of scaling businesses and driving growth. Reach out to ed.heffernan@Barden.ie to connect. Your Leaders, found by Ours.

Let me start with a question: after a hybrid team meeting ends and the screen goes blank, what happens in the room if you’re in the office with your colleagues?

You chat. You walk out of the meeting room, brainstorming on how to tweak the proposal you just went through in the meeting, talking about your weekend plans, or chatting about the soccer game that happened last night.

Those few minutes before and after meetings are highly valuable for building relationships and for influencing decision-making. These simple social interactions create chemistry, strengthen relationships and deepen trust. Relationships can be maintained online, but they cannot be built to the same level in a virtual environment.

Opportunities for Learning

We learn by osmosis. Being present and engaged in office life enables us to pick up small nuggets of information all the time, and this wisdom compounds over time. One small new learning this week doesn’t feel like much. Still, new learning every week for five or ten years amounts to in-depth insights into an organisation, ways of working, technical knowledge, and interpersonal skills.

Learning doesn’t always come from the top down. Often, emerging technologies are better understood by grads and younger people, allowing senior leaders to collect their weekly nuggets of information from their junior colleagues.

Purposeful Presence

Presenteeism is not the goal. Employees should not be in the office if their core team isn’t there or if there is no real value in doing so. Mandating presence for the sake of it is counterproductive. There must be a purpose and value to being in the office, and a critical mass of people should be present to enable meaningful, dynamic interaction. If one person goes into the office on a Friday and nobody else is there, the value is lost. Similarly, if an employee is sitting alone in a meeting room for eight hours to write a report, they may as well be working from home. Being in the office should provide opportunities for interaction, learning, and collaboration.

Takeaway

In-person presence matters when it creates connection, learning, and collaboration. Time in the office should be purposeful, not just procedural.

Padraig Ryan (LinkedIn>>>) is the Managing Director of Navitise Consulting. Navitise is a boutique consulting firm that combines big-firm expertise with a personalised approach, delivering strategy, operational excellence and transformation solutions.

I recently posted a poll asking the question:
Is your company planning to increase headcount in 2026?

60% of respondents said yes, while 40% said no.

As a reference point, a recent Ibec study showed that 37% of companies plan to increase headcount in 2026, down from 41% in 2025 and 45% in 2024. Our poll suggests sentiment around headcount increases is slightly more positive than the 37% reported by Ibec.

Over the last three years, there has been an obvious dampening in hiring sentiment. While some companies are considering increasing headcount, other factors, like talent movement, are shaping the market.

Back in 2022, the job market was incredibly robust, with a material percentage of individuals changing roles during the post-COVID boom. Now, more than three years on, people are becoming a little more restless in their roles and are more likely to look externally if their career needs and ambitions aren’t being met internally.

There’s a phenomenon called the domino effect in a normalised market. It’s not directly related to job creation but occurs when someone leaves a role, prompting a chain of external hires to replace them. For example, if Mary leaves Company A for Company B, Company A hires Jimmy from Company C, and Company C now needs to replace Jimmy, and so on. This domino effect drives movement in the market even when headcount isn’t increasing.

While the domino effect exists in normal markets, we haven’t had a truly normal market for some time. Macro risk factors in recent years have made individuals more risk-averse; they often stick with what they know rather than moving externally. However, we are beginning to see more requests for advisory calls from talent, suggesting restlessness and the potential for the domino effect to become a bigger factor in 2026.

Other factors are also influencing the market. For example, tech sector redundancies in 2024 and early 2025 affected sentiment, but that issue has largely subsided. Some graduate hiring has reduced, driven by factors such as private equity pressures on professional services firms and cost-cutting measures, not solely by AI. While AI is being discussed in relation to jobs and productivity, its real-world impact on employment to date has been limited, and the extent to which it will accelerate this year remains uncertain.

In short, headcount increases might remain muted in 2026, but attrition and the domino effect of professionals moving roles could have a bigger impact on the employment market than outright growth. Leaders need to be aware of this dynamic and plan for talent retention as much as they plan for recruitment.

At Barden, our advisory team works with clients on a case-by-case basis to develop controls tailored to their specific processes and needs. If this would be helpful, reach out to me at ed.heffernan@barden.ie

*Sources: Ibec Publishes its HR Update – Pay and Resourcing Forecast Report 2025

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

17.1% 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, 8.5% actually changed roles 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 2.9 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 2026

Global economic uncertainty has driven a more cautious approach to hiring, with many organisations moderating recruitment activity throughout 2025, and this is likely to continue into 2026. Career focused professionals are likely to stay largely passive, engaging selectively for roles that offer clear scope, career progression, and organisational credibility & culture.

We believe demand will continue to centre on finance professionals who combine strong financial control, governance, transformation capability, and commercial partnering. Salary growth is expected to remain contained, with successful hiring outcomes driven more by role clarity, leadership quality, and culture than by remuneration alone.

Talent movement is expected to rise modestly as more professionals reach the 2.5-3 year tenure mark, particularly where progression has stalled or responsibilities have expanded without commensurate recognition. Organisations that offer clear career pathways, flexible working, and ongoing investment in finance systems will be best positioned to attract and retain top mid-senior accounting & finance talent.

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 January 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 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 January 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 IT infrastructure talent market in Ireland is experiencing significant pressure, with demand for skilled professionals far outstripping supply. As businesses accelerate their digital transformation efforts and adopt cloud technologies, the need for experts capable of designing, managing, and securing IT systems has never been more critical.

IT infrastructure professionals are no longer confined to supporting roles – they are now pivotal to driving business innovation and ensuring operational resilience. However, the rapid pace of technological change and evolving business needs make navigating this landscape both challenging and rewarding.

Through our direct work with IT infrastructure professionals and employers across Ireland, here’s what we’ve observed:

#1 Base Salary

Salaries for IT infrastructure roles in Ireland vary widely, and for good reason. Here are the key factors that influence base salary:

• Certifications: Industry-recognised certifications such as AWS, Azure, or ITIL can substantially enhance earning potential.
• Organisation Size: Larger organisations, tend to offer more competitive salaries due to the complexity and scale of their IT infrastructure requirements.
• Supply & Demand: Skills in high demand but short supply, such as cloud computing, cybersecurity, and automation can directly influence salary.
• Location: Dublin typically leads in salary offerings, reflecting the concentration of tech hubs and multinational companies in the capital.

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 lorraine.oleary@barden.ie

#2 IT Infrastructure Lifecycle

IT infrastructure roles typically follow a continuum of activities, spanning planning, implementation, maintenance, and optimisation. Understanding this lifecycle is essential, as it underscores the complexity of the field and highlights the importance of context when evaluating roles and responsibilities.

While some roles encompass the entire lifecycle, others are more specialised, focusing on specific stages. Here’s a structured view of the continuum and the roles that align with each stage:

#3 Variables that matter

Job title alone often doesn’t capture the full scope of an IT infrastructure role. Here are the key variables that help define what a position truly entails:

Role Focus: Is the role operational and hands-on, or more strategic, focusing on planning and architecture?
Technical Focus: Does the role emphasise hardware, software, networking, or a combination of these?
Project-Based vs. Ongoing Support: Is the position centred on implementing new systems (project-based) or maintaining and optimising existing ones (ongoing support)?
Industry Requirements: Different sectors, such as finance, healthcare, and technology, come with unique challenges and regulatory demands that shape the role.

By considering these variables, employers and talent can gain a clearer understanding of what a specific IT infrastructure role entails, beyond the job title alone. This helps in matching the right skills and experience with the appropriate job functions.

#4 IT Infrastructure Talent Availability

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

#5 Projected challenges for the next 12 months

For Employers:

• Cloud Migration: The transition to cloud-based systems presents both technical and organisational challenges, requiring the expertise to navigate this effectively.
• Cybersecurity: As cyber threats evolve, ensuring IT infrastructure remains secure will be a top priority.
• Sustainability: Organisations will face increasing demands to adopt greener IT practices, such as energy-efficient data centres and sustainable hardware solutions.

For Talent:

• Continuous Learning: Staying relevant in the field will require ongoing learning to keep pace with emerging technologies like AI, edge computing, and automation.
• Competition: High demand for specialised skills will lead to more competition for roles, making it essential for talent to differentiate themselves.
• Specialisation: Professionals may face the challenge of choosing between specialising in a niche area (e.g., cloud architecture) or developing a broader skill set to remain versatile.

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 Lorraine O’Leary our IT Infrastructure Talent Advisor & Recruiter here in Barden (lorraine.oleary@barden.ie); we’re where leaders go before they start looking for IT Infrastructure talent.

This information is accurate as per January 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 Lorraine O’Leary at lorraine.oleary@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 January 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.