Many of us struggle with self-doubt despite our success. Edel Walsh outlines practical strategies to help you overcome impostor syndrome and believe in your achievements Do you ever feel like you’re not good enough, despite evidence of your accomplishments and abilities? You’re not alone. Many high-achieving individuals experience impostor syndrome, a phenomenon whereby people doubt their skills, fear being exposed as a fraud and believe they don’t deserve their success. Here are some strategies you can utilise to help overcome impostor syndrome: Acknowledge your achievements Take time to reflect on your accomplishments, no matter how small they may seem. Keep a journal or list of your successes and revisit it regularly to remind yourself of your capabilities and achievements. Challenge negative thoughts When impostor thoughts arise, challenge them with evidence to the contrary. Remind yourself of past successes, positive feedback from others and your unique skills and strengths. Replace self-doubt with compassionate self-affirming thoughts and beliefs. Embrace vulnerability Understand that impostor syndrome is a common experience shared by many successful individuals. Embrace vulnerability and share your feelings with trusted friends, family members or mentors who can offer support and perspective. You will likely find that others can relate to your experiences and provide encouragement and reassurance. Set realistic expectations Accept that perfection is unattainable and that everyone makes mistakes or encounters setbacks. Set realistic goals for yourself and celebrate progress rather than fixating on perceived failures or shortcomings. Remember that setbacks are opportunities for growth and learning. Practice self-compassion Treat yourself with kindness and compassion, especially during times of self-doubt. Practice self-care by prioritising activities that nourish your mind, body and soul. Be gentle with yourself and recognise that it is okay to ask for help, take breaks when needed and prioritise your well-being. Seek support Don’t be afraid to seek support from others when impostor feelings arise. Reach out to mentors, coaches or therapists who can offer guidance and support as you navigate feelings of self-doubt and insecurity. Surround yourself with a supportive network of individuals who believe in your abilities and can provide encouragement and validation. Remember, overcoming imposter syndrome is a journey, not a destination. It takes time, effort and self-awareness to challenge and change ingrained thought patterns and beliefs. The next time that nagging voice in your head whispers, “You don’t belong here,” answer it with a smirk and scroll through your list of achievements. Imposter syndrome may show up uninvited, but it doesn’t get to run the show. With the right tools, you can quiet that inner critic and take up the space you’ve rightfully earned. Remember that you didn’t get where you are by accident. You got here by working hard, showing up and pushing forward, even when doubt tried to slow you down. This is not fraudulence; it is resilience. So, update your LinkedIn, take the credit, and most importantly, believe people when they say you are good at what you do—because you are. Edel Walsh is a career coach. For more information, check out www.edelwalsh.ie.

Agentic AI could help close the gap between investment in AI and the low returns it offers businesses today. David Lee outlines its potential to future-proof growth and profitability The disconnect between the efficiency gains promised by artificial intelligence (AI) and its impact on corporate balance sheets is among most significant challenges facing businesses today. PwC Ireland’s latest CEO survey revealed that 94 percent of chief executives expect AI to be embedded in their workflows within three years. Less than a quarter can demonstrate any meaningful profitability improvements from their investment in AI, however. This gap demands attention as organisations move beyond AI experimentation. With close to one-third of Irish CEOs believing their organisation won’t exist in its current form 10 years from now, there is greater pressure to deliver higher returns from AI investment. Agentic AI—technology capable of autonomous decision-making and actioning—could offer the requisite bridge between personal productivity improvements and enterprise-wide transformation. The state of AI adoption AI sentiment around boardroom tables presents a striking paradox. Despite operating in unparalleled macroeconomic conditions, 93 percent of Irish business leaders maintain a remarkably positive outlook on revenue growth, according to PwC’s CEO Survey. This optimism exists alongside a profound recognition of the need for internal transformation, however. Close to 30 percent of Irish CEOs do not believe their organisation will exist in its current form within a decade. This creates a strong case for AI investment as business leaders race to reinvent their organisations. Six-month trends reveal an acceleration in structured AI implementation, with the proportion of Irish organisations kickstarting formal plans and active projects jumping from 50 to 70 percent. Herein lies the central challenge. While efficiency improvements are widely evidenced, only a quarter of these organisations have translated such gains into profits. This value leakage—from potential to profit—demands explanation. Agentic AI to the value gap If conventional AI has delivered incremental benefits without proportional financial returns, Agentic AI could offer a more compelling proposition. The distinction is not merely technical but fundamental to how value is created and captured. Agentic AI—systems capable of autonomous decision-making, action-taking and process optimisation—represents a shift from what might be termed “intelligent data manipulation” to “intelligent workflow execution”. This transition is the difference between personal productivity and enterprise productivity; between automating discrete tasks and reimagining entire processes. Diverse applications from all areas of the business can be united in their focus on end-to-end processes, rather than isolated tasks. This is precisely the shift needed to bridge the gap between efficiency and profitability. Strategic implementation framework Translating Agentic AI’s potential into sustainable financial returns requires a deliberate approach that strikes a balance between innovation and pragmatism. The following framework offers a pathway. The progression from conventional to Agentic AI implementation is evolutionary rather than revolutionary. The most successful organisations establish proof points through targeted deployments before attempting wholesale business model reinvention. This approach creates the reference experiences necessary to build internal confidence and stakeholder support. Successful and sustained AI adoption must also address obstacles simultaneously. A sequential approach—solving technical challenges before addressing governance concerns, for example—invariably creates impediments to scale. The most effective organisations pursue parallel workstreams that address technology implementation, organisational capability building, governance development, stakeholder engagement, cybersecurity and security enhancement. Particular attention should be paid to the behavioural change requirements. The adoption curve for AI follows predictable patterns—early enthusiasts, the pragmatic majority and reluctant laggards. Effective adoption strategies account for these different constituencies, rather than designing exclusively for the enthusiasts. The behavioural shifts required to support Agentic AI extend beyond initial adoption to continuous learning as capabilities evolve. This differs from the “train once” deployment models of traditional technology implementations. Implementation must also proceed at a pace that maintains trust across all stakeholder groups. Trust, once compromised, requires disproportionate effort to restore—a calculation that justifies measured progress over hasty deployment. Balancing innovation and pragmatism The value gap between AI’s promised benefits and its profit delivery represents the central challenge for business leaders navigating the current wave of technological disruption. With nearly a third of Irish CEOs questioning their organisation’s future in its current form, the imperative to bridge this gap has never been more acute. Agentic AI offers a pathway from incremental improvement to fundamental transformation by shifting focus from isolated task automation to orchestrated process reimagination. Organisations demonstrating measurable financial returns have moved beyond the “faster horses” mindset to rethink how work itself should be structured and executed. Yet, technology alone cannot close the value gap. Successful implementation requires simultaneous attention to business case development, organisational capability building, governance structures, stakeholder trust and security considerations. The most effective approaches strike a balance between innovation ambition and implementation pragmatism, building reference experiences before attempting wholesale business model reinvention. The most valuable lesson from early adopters is perhaps counterintuitive: the strongest financial returns often come, not from cost reduction through displacement, but from capacity expansion through augmentation. As organisation’s progress from experimentation to enterprise adoption, they would do well to remember that AI is not just a “new tool”. Rather, it represents a fundamental shift in how work is conceived and executed. Those who approach it merely as a means to do existing things more efficiently will find themselves with faster horses in an age that demands flying cars. David Lee is Chief Technology Officer at PwC Ireland

In professional services, communication drives growth. Mary Cloonan explores how firms can harness consistent client contact to drive competitive advantage In professional services, your relationships are your business. Yet, in many firms, client communication tends to happen only at quiet times. This mindset no longer cuts it. Clients today want more. They expect ongoing visibility, meaningful contact and to feel genuinely understood. In a market where competition is never more than a click away, staying in touch isn’t just part of good service; it is a core leadership responsibility. If you want clients to stay, thrive and refer your services to others, they need to feel a sense of connection. This doesn’t happen by chance; it happens when communication is baked into your firm's DNA, supported by a clear structure and led from the top. Here are the practices forward-thinking firms are implementing to spark better conversations, strengthen relationships and drive long-term growth. Make client contact a firm-wide habit High-performing firms treat outreach as a priority—a weekly commitment, rather than an afterthought. One simple habit: ask every partner or senior team member to check in with three clients each week. This might involve making a quick call or sending a short note to share valuable information or updates. The format doesn’t matter, but the consistency does. This isn’t something to hand off to marketing. It needs to be owned by leadership. If it’s not scheduled, it won’t happen. Lack of visibility is a client problem Firms often possess rich technical and sector-specific knowledge that is hidden, even from long-standing clients. You might be delivering excellent audit or tax work. However, unless you are actively support your clients in other ways, they won’t know about your advisory strengths, international capabilities or expertise in succession planning. Regular communication creates space to connect the dots and demonstrate the full value your firm can offer. Slow the pace and listen properly When delivery dominates the agenda, it can be tempting to stick to the task and move on. Clients often reveal their most valuable insights in informal moments when they mention a challenge, plan or passing concern. These are not throwaway comments—they are commercial cues. And they will be missed if your team is always in execution mode. Encourage people to slow down and make time for conversation. The next opportunity will often come from this. Ask, don’t assume Many firms think they know what their clients want, but assumption-based insight is risky. A structured feedback process can give you a much clearer view. This doesn’t need to be a major undertaking. A short, well-designed survey or a few open conversations can reveal what’s working, what isn’t and what’s top of your clients’ agenda for the months ahead. This clarity can bring quick wins, while also helping to identify risks and revealing new opportunities to add value. Help your team know what to say The challenge isn’t always about time. Sometimes, people hesitate because they are unsure of what to say. A shared resource can make all the difference here. Pull together a simple library of talking points, such as: Upcoming budget updates. Sector trends. Grant opportunities. Light prompts or questions—for example, “what’s coming up for you this quarter?” This approach will help your team approach conversations with confidence and relevance. Use digital channels, but follow up personally Newsletters, LinkedIn updates and firm-wide communications help with visibility, but they only go so far. The real impact occurs when someone follows up directly, prompting personal interaction. It could be a simple message to start you off: “We recently shared something on R&D tax credits, and I thought of you because of your investment in innovation.” This is where trust builds. Use digital content only to start the conversation, not to replace it. Measure communication like it matters This is where the whole thing can fall apart. Everyone agrees that client contact is important, but it can fade quickly into the background if it isn’t tracked or prioritised at leadership level. Client communication should be built into your key performance indicators, reviewed alongside billings and pipelines and discussed regularly with senior teams. If it’s a strategic priority, treat it like one. Checklist for building a communication culture If you’re serious about embedding client communication into the firm’s culture, start with these questions: Are your top 20 clients hearing from a senior contact at least once a quarter? If not, who will be reaching out this week? Is client contact actually in the calendar? Add it to weekly plans for partners and managers. Are you relying on instinct or gathering honest feedback? Start a simple programme to ask clients what they really think. Does your team know how to spark a conversation? Share a list of timely, relevant prompts to make it easier. Are clients aware of your full offering? If you have invested in specialist expertise, make sure it isn’t hidden. Is communication part of the leadership dashboard? Track it just as you would financials or new business. Who owns this? Appoint someone internally to champion and maintain the habit. When firms consider growth, the conversation often shifts to campaigns, new sectors or market expansion. However, the fastest route to progress usually begins with the clients you already have. Show up, be useful and keep in touch. Get the rhythm right and the rest will become easier. Mary Cloonan is the founder of Marketing Clever

Artificial intelligence is rapidly becoming an integral part of daily life, but many organisations have yet to fully grasp its potential, limitations and associated risks, writes David O’Sullivan The introduction of the European Union’s Artificial Intelligence (AI) Act means organisations are now legally required to ensure that employees using AI, as well as those impacted by its outputs, possess adequate AI literacy. AI literacy is the ability to understand, evaluate and interact effectively with AI systems. It encompasses recognising risks and opportunities, interpreting AI outputs and making informed deployment decisions. Ensuring AI literacy within an organisation isn’t just about compliance – it reduces risk, fosters innovation and drives competitive advantage. For businesses seeking to enhance their AI literacy, the European Commission offers detailed guidance, accessible in their online library: AI Literacy Learning Repository. Leading organisations integrate AI literacy into AI governance frameworks, ensuring clear roles, responsibilities and key performance indicators. Here are the six most effective strategies. 1. Tailored training for different levels of expertise A one-size-fits-all approach to training rarely works. Successful organisations provide: Foundational courses for employees new to AI; and Advanced technical training for developers and data scientists. 2. Hands-on learning with practical applications The best way to understand AI is to use it. Companies should offer their employees: Workshops, case studies and simulations to demonstrate AI’s practical impact; and AI sandbox environments for employees to test and experiment with AI safely. 3. Role-specific AI training Different teams utilise AI in different ways. Finance teams, product managers and engineers all interact with AI in various ways. Tailored training can help to ensure employees receive the relevant knowledge necessary to integrate AI into their workflows effectively. 4. AI mentorship and cross-department collaboration Encouraging knowledge-sharing between AI experts and employees helps bridge skill gaps. Some companies establish AI mentorship programmes where experienced employees guide their peers in AI adoption. 5. Embedding responsible and ethical AI practices Many organisations are integrating responsible AI principles into their training, focusing on transparency, fairness and compliance with AI regulations such as the EU AI Act. In Ireland, the Government introduced principles for public sector organisations early in 2024, and these are still relevant today. 6. Continuous learning AI is evolving rapidly. Training should be ongoing with regular updates and refresher sessions to keep pace with advancements. The impact of AI literacy When AI literacy programmes are effectively implemented, organisations experience significant benefits, including: Increased AI adoption and engagement: Companies have seen an increase in employee participation in AI training and a higher usage of AI tools in daily tasks. According to the AI Literacy Learning Repository, one organisation that implemented an AI literacy programme reported a 30 percent increase in AI training participation and a 65 percent rise in AI tool utilisation. Improved workforce confidence and innovation: Employees who are comfortable with AI use it effectively, leading to better decision-making and new ideas. Operational efficiency gains: AI literacy helps automate repetitive tasks, streamline workflows and boost productivity. New AI-driven offerings: Some organisations have leveraged AI literacy training to upskill employees, leading to new AI-driven products and services. Greater consumer trust: Companies that prioritise transparency in AI usage – and educate affected individuals – see higher trust levels. Some businesses even involve clients in AI training sessions. Making AI literacy a business priority Organisations cannot afford to overlook AI literacy, given our rapidly changing world and the requirements of the EU AI Act. Investing in education, practical training and ethical AI practices equips employees with the skills they need to work effectively with AI and allows leadership to make informed decisions on deployment and controls. By addressing challenges and leveraging the best strategies, companies can build an AI-literate workforce that drives innovation, enhances efficiency and ensures responsible AI use while meeting compliance objectives. AI literacy isn’t just about understanding how AI works; it’s about ensuring businesses and employees can utilise AI effectively to create meaningful and positive outcomes. If your organisation hasn’t yet prioritised AI literacy, now is the time to start. David O’Sullivan is Director of Privacy, Digital Trust & AI Governance at Forvis Mazars

Under the new Small-Scale Renewable Electricity Support Scheme, SMEs can turn idle rooftops or land into a 15-year income by exporting renewable electricity, writes Justin Wallace The recently launched Small-Scale Renewable Electricity Support Scheme (SRESS) presents a valuable opportunity for small- and medium-sized enterprises (SMEs) that may have under-utilised rooftop space or land available for long-term passive income. SRESS is an initiative of the Department of the Environment, Climate and Communications, designed to support SMEs, farmers and communities that wish to generate renewable electricity for export to the national grid. It offers support for solar photovoltaic (PV) and onshore wind renewable electricity installations that are not suitable for the larger utility-scale Renewable Electricity Support Scheme (RESS) or the Micro-generation Support Scheme (MSS). Support is offered in the form of a guaranteed tariff for 15 years to export projects ranging in capacity from 50 kw to 6 MW. The scheme opened for applications in January 2025. When a business joins the SRESS scheme, it receives payment through a Power Purchase Agreement (PPA) with a supplier, utilising a special payment system designed to provide certainty to SRESS projects, thereby insulating it from fluctuating market prices. Regardless of the market reference price of electricity, businesses will receive the same amount for the power supplied. When electricity prices are low, the payment received from a supplier is topped up. Conversely, when prices are high, SMEs still receive the standard tariff rate, but their supplier separately pays a surplus into a Government fund, the Public Service Obligation (PSO) levy. This scheme presents a valuable opportunity for SMEs that may have under-utilised rooftop space or land. For instance, a 50 kilowatt peak (kWp) rooftop or ground-mounted installation requires only 125 to 200 solar panels, equivalent to 250 to 300 square metres of roof space, roughly the size of a double tennis court. The SME tariff for solar projects under 1 megawatt (MWh) is €130/MWh (€0.13/kWh), which generates a passive yearly income for your business for 15 years. Further, solar panels are low-maintenance and generally expected to last for 25 to 30 years, so your system should still be capable of generating renewable electricity even after the SRESS support period ends. This could involve entering into a new PPA, without Government support, but with capital costs paid off. If you are interested in joining SRESS, start by assessing your premises to determine its suitability for a renewable energy project. Consider how close your premises is to a grid connection at an ESB substation. Generally, being located closer to a substation brings down the cost of your connection. ESB Networks publishes capacity heatmaps, which indicate the spare transformer capacity available at substations at each voltage level. For generators exceeding 200 kilowatt (kW), ESB Networks provides a minimum cost calculator tool to estimate the minimum costs associated with connecting to the grid. Visit the grid cost calculator tool and grid capacity map on the Department’s website for more information. Consider engaging a renewable energy expert to assist with calculating the financial implications, risk assessment and negotiating agreements. They can assist with estimating the total upfront costs, including equipment, installation, grid connection and other fees, as well as ongoing operational and maintenance costs. A renewable energy expert can also calculate the expected revenue of the project based on the tariff rate and projected energy generation, taking into account variables such as seasonal change and any potential downtime. Generally, most renewable electricity projects are required to have full planning permission in place before applying to SRESS. However, revised regulations, introduced in October 2022, expanded the eligibility of properties for exemptions to include the rooftops of certain premises, such as industrial buildings and businesses. While these exemptions are subject to certain conditions and limitations, your local planning authority will be able to confirm if your premises is eligible for such an exemption. Further information and details on the solar planning exemptions are available on the Department of Housing, Local Government and Heritage’s website. If pursuing an export project is not for you, there are also grants available for renewables self-consumers with projects from 50 kw up to 1 MW under SEAI’s Non-Domestic Microgen Grant. Renewable energy self-consumers are electricity customers who generate their own renewable energy for personal use. They may then sell or store any excess electricity produced, if electricity generation is not their primary business. To apply for SRESS, applicants must complete the application form. Completed application forms and any additional queries relating to the scheme can be directed to sress@decc.gov.ie. SRESS will ultimately contribute to lower long-term energy costs for both households and businesses, enabling them to play a key part in the renewable energy transition. Please see the scheme’s T&Cs and its Non-Technical Summary for more information. Justice Wallace is an Officer in the Department of the Environment, Climate and Communications

Tax has emerged as a powerful tool in the EU’s Clean Industrial Deal. Sinead Kelly explores how policy could unlock investment and drive Europe’s green transition On 26 February 2025, the European Commission unveiled the Omnibus Package, a set of proposals aimed at simplifying EU rules, boosting competitiveness and unlocking investment capacity. A key component is the Clean Industrial Deal (CID), which focuses on raising funds and driving innovation to accelerate decarbonisation and foster a circular economy. The CID strategically focuses on energy-intensive industries and the clean-tech sector, identifying six key business drivers: affordable energy, lead markets, financing, circularity, global markets and skills – all essential for a sustainable industrial ecosystem.  Tax policy is often cited as a potential lever for influencing behavioural change and mobilising the investment needed to fund the clean transition and meet our climate targets. It is interesting that tax policy is noted as a key lever within all six key business drivers, representing a combination of the “carrot and stick” approach. It is also noteworthy that, at the recent EU Tax Symposium in Brussels, Commissioner Hoekstra stated that decarbonisation is a priority on the EU competitiveness agenda and tax measures are needed to help energy-intensive industries decarbonise. Tax as a lever Here are some key areas where tax features within the CID. Affordable energy The European Commission recognises securing affordable energy as crucial for industry competitiveness, with tax playing a role via the Energy Taxation Directive.  Negotiations to revise the Energy Taxation Directive have been ongoing since July 2021 and aim to ensure tax frameworks do not incentivise the use of fossil fuels and are more conducive to electrification. The CID emphasises the urgency of concluding these negotiations. For short-term relief, member states are encouraged to reduce tax levels on electricity, including eliminating levies on electricity that are used by governments to fund initiatives not directly related to the energy sector. The European Commission will issue recommendations to guide member states on how to lower electricity taxation cost-effectively. Lead markets Building a business case for decarbonised products is central to the CID. The proposed Industrial Decarbonisation Accelerator Act (Q4 2025) will introduce resilience and sustainability criteria to foster clean European supply for energy-intensive sectors. This includes a voluntary carbon intensity label for industrial products. Such labels should allow industrial producers to distinguish the carbon intensity of their industrial production and to benefit from targeted incentives. It is suggested that member states could use these labels to design tax incentives and other support schemes in line with state aid rules. This approach aligns with our climate-related pre-budget submissions, suggesting targeted tax incentives linked to greenhouse gas (GHG) emission reductions. Financing Leveraging public and private capital is crucial for funding the substantial investment required for the European clean energy transition. From a tax perspective, the European Commission recommends member states support clean business through corporate tax systems, suggesting: Accelerated depreciation for clean technology assets; and Tax credits for businesses in strategic sectors for the clean transition. Helpfully, the European Commission mentions that to the extent these measures involve state aid, the new state aid framework will integrate these instruments into its compatibility rules. Ireland should proactively review these proposals and consider tax policy changes to encourage faster decarbonisation of the Irish economy, increased investment in decarbonisation measures and position Ireland as a clean tech innovation leader. Circular economy The European Commission recognises the importance of scale and a single market for waste, secondary raw material and reusable materials to promote circularity. VAT has been identified as a potential lever, with a commitment to review the rules on the second-hand scheme contained in the VAT Directive by Q4 2026 to address the issue of embedded VAT in second-hand products (Green VAT initiative). Global markets European clean industrialisation requires global partnerships and open, rules-based trade with access to third markets for goods and capital. Tax can play a role here in seeking to protect a global level playing field. This includes: The Carbon Border Adjustment Mechanism The Carbon Border Adjustment Mechanism (CBAM), operational since 2024 (reporting only), seeks to ensure that the EU’s efforts to reduce carbon emissions are not undermined by the importation of carbon-intensive products into the EU. From 2027, importers of certain carbon-intensive products must purchase CBAM certificates to equalise carbon costs between imported and EU-produced goods. Recognising the complexity in compiling CBAM returns, especially regarding supplier data, the European Commission proposes to simplify administration in 2025 while continuing to incentivise global carbon pricing. A comprehensive review of CBAM in Q3 2025 will explore extending CBAM to other EU ETS sectors at risk of carbon leakage, to downstream products and indirect emissions with the aim of closing potential loopholes. The Foreign Subsidies Regulation Effective July 2023, the Foreign Subsidies Regulation (FSR) impacts businesses operating in the EU, including non-EU-based multinational companies. It requires European Commission notification and approval for merger and acquisition activities or public procurement contracts above certain thresholds if non-EU governments provide 'financial contributions' (including grants, export subsidies or tax credits) that could unfairly advantage companies against EU competitors. By the first quarter of 2026, the European Commission will adopt guidelines on key FSR concepts, including assessing foreign subsidy distortions and clarifying the circumstances in which mergers, which do not meet the thresholds but pose a risk to the level playing field in the single market, may be reviewed. The European Commission has also stated that it will continue FSR ex officio investigations in strategic sectors, such as the ongoing probe into Chinese wind turbine suppliers. Skills The European Commission aims for an inclusive clean transition. As part of the General Block Exemption Regulation review, it will consider whether state aid rules can be updated to provide better incentives to industry to invest in upskilling, reskilling, quality jobs and the recruitment of workers for a just transition. Examples in an Irish context could include different PRSI rates and double tax credits for green upskilling. Sinead Kelly is a Director at PwC Ireland