As Ireland’s accounting landscape evolves, Mary Cloonan explores how managing partners are embracing strategy, talent and technology to drive sustainable growth
Ireland's accounting and advisory landscape continues to change rapidly, driven by shifting client expectations, rising regulatory demands and the relentless advance of technology.
In this dynamic environment, managing partners are setting their sights beyond technical excellence, focusing on the strategic priorities underpinning sustainable growth.
1. Strategic growth: moving beyond compliance services
Compliance remains the foundation of many firms, but the real opportunities lie in advisory services.
Firms that successfully integrate advisory services into their core offering articulate their value beyond audit and tax.
Managing partners are doubling down on deepening client relationships, leveraging data-driven insights and building service lines that proactively solve business challenges.
The firms leading here don’t just respond to client needs—they anticipate them. Whether operating as a private equity-backed firm or an ambitious, partner-led practice, this forward-thinking approach is essential in a market where maximising opportunities is key.
2. Talent and leadership: expanding the skills at the top table
Attracting and retaining top talent remains a pressing challenge. The demand for skilled professionals continues to outstrip supply, making investing in people, once you have them, more critical than ever.
Beyond competitive salaries, firms are re-evaluating their reward structures—moving beyond traditional partner compensation models to recognise and incentivise high-performing professionals at all levels.
Retention strategies now include structured career development, leadership training and clearer pathways to partnership or senior roles.
In response, firms are also reshaping their leadership structures, recognising that sustainable growth demands more than technical expertise. Many are introducing chief operating and growth officers to drive efficiency and business development, allowing partners to focus on client service and strategic direction.
This shift doesn’t dilute the role of partners—it strengthens it. Successful firms focus on creating leadership teams with complementary skill sets—bringing together deep technical expertise with strong commercial and strategic oversight to drive long-term success.
3. Technology: a business enabler, not just an efficiency tool
Artificial intelligence (AI), automation and cloud-based platforms are reshaping how firms operate.
However, the most successful firms view technology as more than an efficiency driver—it is a catalyst for growth.
Managing partners are focused on embedding digital tools to enhance client experience, improve decision-making and open new revenue streams.
The challenge is not simply adopting technology but ensuring it aligns with long-term strategy and delivers real, tangible value.
4. Evolving client expectations: the shift to proactive advisory
Today’s clients expect more than just number-crunching. They want proactive, strategic advice.
The firms thriving in this environment prioritise client experience—offering insights beyond compliance, providing forward-looking business advice and positioning themselves as indispensable strategic partners.
Accessibility to senior leadership is also becoming a key differentiator. Firms fostering a culture in which partners actively engage with clients—offering guidance, insight and responsiveness—will build stronger, longer-lasting relationships.
(Subhead) 5. Sector expertise and the power of visible experts
Many firms have deep expertise in key sectors, but too often, this knowledge stays within the firm rather than being shared with the market.
Managing partners recognise the need to position their professionals as visible experts, ensuring their insights reach the right audiences. The firms that stand out are those actively showcasing their sector specialisms through thought leadership, media engagement and targeted industry participation.
From publishing reports to speaking at events, firms that invest in visibility strengthen their reputation, attract new business and reinforce their position as trusted advisors in specialist fields.
6. Future-proofing: succession, sustainability and the long view
Sustainable growth requires thinking beyond the next financial year. Managing partners are placing greater emphasis on leadership development, succession planning and business models that support long-term success.
Whether through equity restructuring, alternative fee models or cultural shifts towards more collaborative leadership, firms are reimagining their future.
Environmental, social and governance (ESG) also plays a growing role in client advisory services and shaping firms’ strategies.
This is particularly relevant as private equity investment reshapes parts of the sector, presenting opportunities for ambitious firms—both partner-led and externally backed—to capitalise on emerging trends.
Looking ahead
The role of the managing partner is evolving. Success today requires balancing technical expertise with commercial acumen, embracing diverse leadership perspectives and ensuring firms remain agile in a changing landscape.
Those who put client care at the heart of their strategy—while fostering accessible, forward-thinking leadership—will be best placed to seize the opportunities ahead.
Mary Cloonan is the Founder of Marketing Clever
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