If you’re hiring a Chief Financial Officer in Leinster this quarter, here are some things you need to know…

#1 Continuum of Activity

Job titles mean nothing without context. The role of the CFO varies widely depending on a myriad of variables. Below, we detail a number of lenses through which the role of a CFO, in a given organisation, can be viewed.

From left to right, the activity becomes increasingly commercial, strategic and impactful. The % of time (or balance of activity) a CFO spends in each area of the continuum is very defining of the role a CFO plays in an organisation. True CFOs are active participants in funding relationships, are members of the Board of Directors and are heavily involved in decisions concerning the allocation of capital.

#2 Variables that overlay on the continuum of activity

Size Of Organisation: Larger companies typically have larger finance teams. The number of people led, the nature of the activity those people are involved in, and the experience and qualifications these people have, all have an impact.

Organisational Structure: Group Function, Strategic Business Unit, SME/SMB – the structure in which a CFO sits is also very defining. In particular, when it comes to smaller business entities, are they a subsidiary of a multinational, are they privately owned but professionally run (have a Board) or are they privately owned and family run.

Geographical Coverage: If a company trades in ROI, UK&I, EMEA or Globally has a significant impact on the complexity of the supply chain, the risks the company is exposed to and consequently the nature of the role of a CFO.

Nature Of Funding: The source of funding and the level of engagement/interaction with investors/lenders are other important variables. A CFO role that involves active participation in investor calls (and the nature of those investors) and fund-raising activity is very different to a CFO role in a medium-sized, self-funded organisation. In addition, the nature of the funding (debt v equity) can be an important differentiator given the differences in terms of the role of the CFO in each instance.

The above are just some of the variables that can differentiate one CFO role from another. When designing your role description, and when going to market for CFO talent, it is important to ensure that all relevant variables are factored into the definition of a CFO in your organisation.

#3 Reward 

Salary surveys that provide wide salary bands for CFO roles without context are highly misleading. Without the context of the variables cited before, salary ranges have no value or meaning. In Barden, we can provide salary data tailored to your exact context. In the absence of that, we can share the following information:

• Sampling 100 CFO appointments in Dublin over the past 2 years, we can share that the Average Base Salary for CFOs in this period was €215,950.
• Higher base salaries (tending to €300,000+) were typically found within certain industries such as leasing, financial services, fintech and software, that operated globally.
• Lower base salaries (typically ranging from €150,000 – €200,000) were commonly found in smaller, privately owned, and professionally run Irish businesses that operated within the ROI/UK&I region only.
• Group CFO and CFO roles with listed companies were excluded from this data set, given the limited number of roles of this nature in Ireland and the fact that salaries for individuals in these roles would typically be significantly higher than those in other companies.
• Base salary is also heavily influenced by where a company is in their lifecycle. Start up/early-stage companies will often offer lower base salaries and compensate with equity options over time. More mature companies will typically offer higher base salaries and LTIPs linked to growth.

If you are looking to accurately benchmark base salaries for CFO or equivalent C-Level appointments, contact your relevant Partner in Barden, and we can conduct research relevant to your exact needs.

#4 Talent Pool Data

Here’s what we’ve noticed this quarter in the CFO talent pool in Leinster:

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 Ed Heffernan or Elaine Brady our Chief Financial Officer Advisors here in Barden (ed.heffernan@barden.ie; elaine.brady@barden.ie); we’re where leaders go before they start looking for Chief Financial Officer talent.

This information is accurate as per June 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 Ed Heffernan at ed.heffernan@barden.ie or Elaine Brady at elaine.brady@barden.ie.

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

No matter the industry, scale or organisational structure of your business, HR more than likely plays a part in the day-to-day capabilities. Over the years the complexity and influence of HR has grown from an internal support function to a strategic, externally aware value creator in the modern organisation. So, spending a little time understanding your business and where this person will add value, is a key first step before making a hiring decision.

That’s where we come in… our HR Practice in Barden partners with organisations in a number of different capacities, the most common of which are listed below.

1. Appointing a new HR individual to their business to join an existing function where process, procedures and systems are already in place.
2. Building a HR function and bringing a HR professional in-house to set up that function. Typically, a senior individual who will hire a team (if necessary) in time.
3. At a strategically important moment, businesses typically require stability and forward thinking to navigate growth, new markets, stability during change and/or following funding. Appointing the right senior HR professional is imperative to success.

The talent monitor below outlines the key considerations for employers hiring at any stage along their journey.

#1 Balance of Activity

As David Ulrich suggests, HR functions should be compartmentalised into key segments, because HR activities deliver different types of value, understanding and separating them allows businesses to focus, specialise and deliver strategic impact more effectively.

In Barden we look at HR not as a single function, but as three distinct yet interdependent segments:

1. Operational
2. Transformative
3. Innovative

Each segment serves a different purpose in enabling the organisation to function today, evolve tomorrow and design what comes next. This lens helps us be explicit about where HR effort is focused, what type of value is created, and what the business actually needs from HR at different moments in time.

Let’s explore these segments in more detail.

1. Operational Segment

Operational HR manages the foundational employee lifecycle (hire to retire), and day-to-day people processes aka “runs the business”. The purpose of this role is to enable stability, compliance and consistency of processes, it’s the foundation of HR functions.

Typical activities in this segment include talent acquisition, employee experience and talent lifecycle management and all that encapsulates those subcategories. Without this strong operational HR segment, trust can erode quickly, it removes (or addresses) friction and ambiguity and frees the organisation from spending cognitive energy on the basics.

Strong Operational HR is a critical foundation; on its own it sustains the organisation, and when combined with transformative and innovative work it enables progress.

2. Transformative Segment

Now, let’s look at transformative. This segment focuses on intentional change. This is where HR helps the organisation evolve how it works, how leaders lead, and how teams perform. As outlined above it typically involves leadership development, performance/feedback/goals, organisation design, cultural evolution and change initiatives. This segment is key as organisations don’t stand still, but even stability requires change. These individuals assist with new ways of working under growth, scale, or restructuring demands. This is where HR directly impacts outcomes, not just employee experience!

Transformative HR ensures the organisation is not just compliant but fit for purpose, turning strategy into behaviours, structures and skills.

3. Innovative Segment

Finally, let’s discuss Innovative HR. This segment is focused on looking beyond today’s needs and in some instances even beyond planned change. It focuses on emergent challenges, new ways of working, and untapped value. Activities that exist in this segment include new organisation models, experimentation with AI and automation, workforce strategy, predictive thinking, and reimagining HR’s role itself.

Innovative HR is not about being trendy. It is about creating optionality. This segment is crucial as the pace of change outstrips traditional planning cycles, organisations that don’t experiment fall behind quietly, then suddenly… this segment allows for small, thoughtful experiments that give organisations confidence and adaptability for the future.

The distinction between Transformative and Innovative HR is less about ownership and more about intent- improving how the organisation works today versus exploring what it may need tomorrow, with a fluidity between the two.

To wrap up…

In a function where everything can feel equally urgent, this model allows us to distinguish what must be rock-solid, what needs deliberate improvement, and what deserves exploration. It also helps avoid the “strategic vs administrative” divide by recognising that HR creates different kinds of value at different altitudes, all of which are necessary.

Our model scales easily, whether HR is a single individual or a mature team, because the segments are conceptual rather than tied to roles, hierarchy or titles. Crucially it reflects how change actually happens- operational HR creates the stability for transformation, transformative HR highlights where innovation is required, and innovative HR reshapes what eventually becomes standard practice- with value flowing continuously between all three.

Key point: Importantly, these segments are not measures of seniority: people can build deep, senior careers in Operational HR just as they might begin there, and while most senior HR leaders often focus on the Transformative or Innovative space, this is shaped by organisational need rather than hierarchy. We’ll talk more about titles and compensation later…

#2 Variables that Exist

There are some other things that matter when hiring a HR professional. It’s important to remember what “good” HR looks like is shaped by context. Practical variables such as organisational headcount, geographic footprint, jurisdictions, and required legal or regulatory knowledge all materially shape what “good” looks like, as do specific challenges such as scaling, restructuring, or niche projects.

Beyond this, emotional intelligence and core soft skills are non-negotiable in a deeply people-centric function. Finally, culture matters: HR effectiveness is tightly linked to how well the individual understands, shapes, and aligns culture with strategy, rather than treating culture as a by-product of process.

As these variables change, so too does the emphasis across operational, transformative, and innovative HR, reinforcing the need for balance and flexibility shaped by organisational needs, rather than title or seniority.

#3 Job Titles

As you can see in the image above, job titles in HR are numerous, inconsistent, and highly context specific. Some reflect market norms, while others are entirely company-defined, meaning the same title can signal very different levels of scope, influence, and responsibility. For example, a “Head of HR” in one organisation may be equivalent to a “HR Director” in another, just as “Senior HR Business Partner” in one context may closely resemble a “HR Manager” in another. Without understanding the organisational context, titles alone offer little clarity on where an individual sits on the model, their true seniority, or the nature of their work.

While there are broad contentions – Chief People Officers (CPO) usually represent the most senior, c-suite HR roles. HR Directors and Heads of HR are typically very senior and often operate in the transformative space with exposure to innovative – these are tendencies rather than rules. Ultimately, it is the work being done, the balance of activity, focus and scope of impact, that provides the most reliable indication of where someone operates across operational, transformative, and innovative.

There is merit in being market‑led when deciding on job titles, but equal importance should be given to internal consistency and clarity of role within your organisation.

When deciding on a HR job title, it is more useful to focus on where the role sits on the model, the work the individual will actually be doing, and how this aligns with your organisation’s internal norms.

#4 Salary

When thinking about salary in HR, it is more useful to focus on activity and scale rather than job titles. Remuneration is driven by the type of work being done, the level of responsibility carried, and the organisational structure/context in which that work sits. Some key points to guide your thinking…

• Salary follows activity, not title: what a HR professional actually spends their time doing is a stronger indicator of compensation than the title attached to that role.
• The balance of activity matters, a lot: The proportion of operational, transformative, and innovative work significantly influences both who is appropriate for the role and what level of remuneration they might expect.
• Scale amplifies impact: Headcount, organisational complexity, geographic spread, and exposure to senior decision-making materially affect salary expectations.
• Ranges over fixed salary bands: There is meaningful overlap between all three segments. Highly experienced operational roles can sit alongside transformative roles, while transformative roles may overlap with innovative ones depending on scope and influence.
• Innovative segment salaries are typically higher- but not by default: Higher salaries in this space are driven by enterprise-level impact and ambiguity, not by the “innovative” title alone.

The accompanying visual reflects this reality, indicative salary ranges overlap across segments, reinforcing that balance of activity and scale of responsibility are better guides than segment classification, or titles, alone.

Some case study examples as illustrations of the above are…

1. An operationally focused HR lead in a large Irish business with global reach (c.100 employees, established HR function). An end-to-end HR focused role with delivery across employee lifecycle, stability and process. Salary €65,000 base.
2. A blended transformative & operational role combining hands on HR operations with coaching, advisory support, and project focused. Salary €85,000 base.
3. Senior individual in a transformative and innovative mix within a large Irish owned business, headcount of c.40 people, who recently received funding and was introducing Hr as a new function at a time of scaling. This role spanned everything from day-to-day operations to project leadership, implementation and leadership of managers. Salary €110,000 base.
4. A senior individual joining at c-1 level, in the innovative segment with a direct influence over business strategy, commercial projects, and senior influencing. Salary €145,000 base.
5. Chief People Officer (CPO) in a large Irish organisation with significant headcount and complexity, responsible for leading the HR function at enterprise level, shaping people strategy, and influencing business direction. Salary €215,000 base

These real-life examples demonstrate the nuances in the market, they show that salary aligns with complexity, autonomy, and value creation, making clarity on role scope and expectations essential for both employers and talent.

#5 What businesses are doing to attract talent

Doing your homework before sitting down with a Senior HR professional is important, for you and for them… let’s have a look at what we are hearing from the market…

Ultimately, the message is simple: the more clarity, flexibility, and strategic intent you bring to the table, the higher the likelihood of attracting and securing the right senior HR talent.

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 Cole Carroll our HR Talent Advisor & Recruiter here in Barden (cole.carroll@barden.ie); we’re where leaders go before they start looking for HR talent.

This information is accurate as per May 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 Cole Carroll at cole.carroll@barden.ie.

It doesn’t matter whether you’re just starting your career in finance or are already a CFO; we all dread any conversation even touching on the subject of salary.

Why? Because it’s not like any other deal you make in your life – it’s intrinsically related to your self-worth. In short, you’re not just negotiating a pay rate, you’re negotiating how much you, as a person and a professional, are ‘valued’.

Here are some top tips for negotiating your salary:

Try, as much as possible to remove emotion from your pitch: Acknowledging the above statement highlights why so many of these conversations can become emotional, or even be avoided altogether. The reality is that we don’t want to have these conversations because they can be deeply uncomfortable, and, let’s face it, we all fear rejection. Recognising this and trying to look at the situation objectively, in terms of rational measures is imperative to securing a good outcome. Make sure you reflect on the situation from multiple perspectives before honing your business case.

Speak in facts and quantify where possible: There is only one way to succeed, and this is through preparation – and lots of it. Prepare and construct your case based on facts and figures that support your claims. Ground your argument in quantifiable data and/or testimonials to clearly demonstrate what you have achieved, rather than what you ‘feel’. Just like you wouldn’t go into a supplier negotiation with an argument to reduce prices because you ‘feel’ you deserve it – don’t do it with your salary negotiations.

Consider your tone and demeanour: One of the most important steps to a successful salary conversation is to resist becoming defensive (or even teary!), by maintaining a cool head. Don’t rush to fill pauses in the discussion, let your manager speak, listen, and consider their point of view. If you feel that rush of emotion that comes with an answer you don’t like, pause and consider your response. Above all, be open and honest – show humility. Self-entitlement in salary negotiations is not a good look!

Root your case in your company’s process: It helps if your salary review and appraisal processes are linked, but they aren’t always. If you are negotiating a salary increase without an appraisal structure, you need to present your case by measuring and assessing your performance in a similar way. What objectives have you exceeded? How can you demonstrate a proven track record of high performance? Put yourself in your manager’s shoes, what would make him or her give you a salary rise?

Strive for a win-win solution: You can’t negotiate for something that isn’t possible. Critically, before presenting your case, you must have done your research into what your employer can afford to pay. An employer is not going to give you an increase that pushes you beyond the limits of your level of employment in the interests of fairness and equality, so you will hit a brick wall in any conversation if what you want is not feasible, or reasonable. Consider variables, such as additional holidays or an increase in pension, or think about what else you could take on in return for a raise.

Above all, you must maintain a collaborative approach at every stage of the negotiation process. Negotiating salary increases in employment, as opposed to when job seeking, differ in the fact that you can’t just define a walk away point and compete to get it. Think about presenting a case to your employer that shows them what’s in it for them too – how you plan to keep improving and how dedicated you are to maximising return on their investment in you.

In Barden, we understand that each team, role, and requirement is unique.

We’re where leaders go before they start hiring talent.

If you would like to discuss any of the above in more detail or you would more tailored advice and insights, connect with Tony on LinkedIn or at tony.kerslake@barden.ie

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; sarah.griffin@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 Sarah Griffin (Leinster), Tara Higgins (Munster) our AR Talent Advisory & Recruitment team here in Barden (sarah.griffin@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 Sarah Griffin (Leinster) at sarah.griffin@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.

If you’re hiring a data analytics professional this quarter, here are some things you need to know…

Despite recent changes to the geopolitical landscape and the uncertainty they bring, we find that the demand for Analytics professionals in Ireland remains positive and is on an upward trajectory. Companies, ranging from startups to multinational corporations, rely on data-driven insights for strategic planning and understanding customer behaviour. As companies evolve, so do their needs, and this extends to the requirements of their customers. With the emergence of advanced technologies, organisations are leveraging AI, machine learning, and big data analytics to gain deeper insights from their data. We are seeing this move across entire organisations and functions where technical analytics expertise are residing not only in technical departments but within Finance, Sales, Supply Chain, Procurement, manufacturing etc.  The demand for analytics talent is not going anywhere and attracting/retaining analytics talent will continue to be a challenge, both now and into the future.

#1 The Analytics profession – a definition

Different companies call different roles by different titles.  That can make things confusing as job specs meet talent in the market.  This is only exasperated as oftentimes companies themselves do not know exactly what skill sets, they need as they go to market.  A common terminology can be very helpful in clarifying what talent can actually do, what companies actually want done, and where they overlap.  So we’ve gone to the trouble of creating a common definition of the key roles that exist in the analytics profession; just for you:

Oh – we also included the common salary ranges by title for you – thought that might be interesting to know.

#2 Data Analytics Talent Availability

Here’s what we’ve noticed this quarter in the Data Analytics talent pool in Ireland:

 #3 What smart companies are doing to try and attract top analytics talent

• Tech stack matters: analytics professionals want to know they will be getting exposure to the latest tools.  If you’re not investing in your tech stack then you’ll find it hard to engage and retain good people.
• Flexibility is a given:  hybrid is here to stay and analytics professionals have gotten used to flexibility.  The nature of the work itself lends towards working in isolation at times.  If you’re not flexible your external talent pool will reduce dramatically.
• The hiring process matters:  analytics talent have options out there – the more accessible, engaging and fluid your recruitment process the more likely you are to be able to win top talent.  Good communication through the recruitment process can be the difference between an offer accepted and an offer declined.
• Emergent tech: if you are not aware of and planning for emerging tools you’re going to be behind the others.

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 Data Analytics Talent Advisor & Recruiter here in Barden (lorraine.oleary@barden.ie); we’re where leaders go before they start looking for Data Analytics talent.

The demand for skilled Business Analysts in Ireland continues to rise as businesses prioritize process improvement, efficiency, and strategic initiatives. Business Analysts play a crucial role in bridging the gap between technical solutions and business objectives, enabling organisations to navigate an evolving landscape and leverage emerging technologies for competitive advantage.

#1 Business Analysts – Defining Your Vertical

For Business Analyst professionals, verticals can be defined based on specialisation, industry focus, and the types of projects they work on. Defining these verticals allows Business Analysts to align their job search with roles that match their expertise and career aspirations. It also provides a clear framework for career development, particularly for those interested in diversifying across verticals. At Barden, we define the following key verticals:

#2 Key Responsibilities & Tools

Business Analysts handle a broad range of activities across various stages. Below is an overview of their key responsibilities and the common tools used at each stage:

#3 Base Salary Expectations

For transparency, below is a broad guideline of salaries based on recent engagements with our clients across various verticals and industries:

Salaries outside Dublin are generally 10–15% lower, reflecting regional cost-of-living differences. Despite rising compensation expectations, regional variance persists. For bespoke advice please contact jane.olden@barden.ie.

#4 Key Considerations Impacting the Business Analyst Role

• Rising expectations beyond salary: To attract top talent, businesses must offer as well as competitive salaries – role impact and development opportunities.
• Skills Evolution: There is now a growing demand for analysts with more hybrid skillsets spanning across business and technology. Employers should look to balance hiring for potential with targeted learning and development initiatives.
• High Demand and Supply Constraints: Demand for skilled Business Analysts, especially in digital transformation and process optimisation, is outpacing supply. Analysts with 3-5 years of experience are exploring international opportunities, while in Ireland, the limited talent pool is driving competition, longer recruitment timelines, and salary inflation, particularly outside Dublin.

#5 Current Snapshot of the Business Analyst Talent Pool

Here are some data points about the Business Analyst talent pool in Ireland this quarter:

While turnover is not exceptionally high, the active interest in new opportunities demonstrates the importance of career progression, competitive compensation, and flexibility to attract and retain talent.

#6 Key considerations for the next 12 months

• Certification Opportunities: Encourage certifications such as CBAP, CSM/PSM, PRINCE2, or Lean Six Sigma (Green Belt).
• Skill Development: Provide opportunities to learn new tech stacks or specialise in areas like ERP systems, finance, or AI projects.
• Clear Progression Plans: Outline long-term career growth opportunities to retain top performers.
• Hybrid Work Models: Offer flexible arrangements where feasible to appeal to a wider pool of talent.

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 Jane Olden, Christine McCarthy or Catherine Drysdale our Business Analyst Talent Advisory & Recruitment team here in Barden (jane.olden@barden.ie; christine.mccarthy@barden.ie; catherine.drysdale@barden.ie); we’re where leaders go before they start looking for Business Analyst talent.