Hiring your first employee is the ultimate litmus test for a founder. It marks the precise moment your passion project evolves into a scalable enterprise. Moving from solo operator to team leader requires a fundamental shift in mindset, operations, and financial planning. And, building a team is the only way to unlock true exponential growth.

However, this milestone brings significant regulatory responsibilities, financial commitments, and cultural considerations. Here is the step-by-step roadmap to taking your business from a solo endeavour to a thriving team.

Step 1. Shifting mindset from maker to leader

As a solo founder, you wear every hat in the organisation. You are the head of product, the marketing team, the customer service representative, and just about everything else. As such, your identity is deeply intertwined with every daily task. Hiring your first employee, then, requires you to let go of absolute control. You must transition from doing the work to managing the outcomes.

Many founders struggle with this transition. The “if you want it done right, do it yourself” mentality is the single greatest barrier to scaling a business. To grow, you must accept that your first hire will do things differently than you.

“The hardest part of hiring your first employee isn’t the paperwork; it’s the psychological transition of letting go of your baby,” says Emma O’Keeffe, Payroll Manager at Fitzgerald Power. “You have to trust someone else to carry your vision forward, which requires changing your role from doer to leader.”

This shift requires clear documentation of your workflows. Before making a job offer, map your internal processes. Create standard operating procedures (SOPs) for the tasks your new hire will manage. This preparation reduces onboarding friction and sets your new team member up for immediate success.

Step 2. Counting the true cost

Many early-stage entrepreneurs mistake the cost of an employee for their base salary alone. In reality, the true cost of employment is significantly higher. Before finalising your hiring budget, consider the following:

• Employer payroll taxes and social insurance contributions.
• Auto-enrollment requirements.
• Healthcare benefits or insurance policies.
• Equipment procurement (laptops, software licenses, desk setups).
• Recruitment costs, advertising fees, and background checks.

A healthy rule of thumb is to expect the true cost to be 1.25 to 1.4 times the employee’s base salary. “Cash flow forecasting changes completely the moment you add a permanent payroll obligation,” continues O’Keeffe. “A solo founder can easily defer their own pay during a slow month, but your employees must always be paid on time, every time, without exception.”

Before posting the job advertisement, ensure your business has a reliable cash cushion. Ideally, you should maintain three to six months of the new employee’s total overhead in a cash reserve. This buffer protects your business from seasonal revenue fluctuations and sudden market shifts.

Step 3. Compliance

Transitioning into an employer in Ireland exposes your business to strict statutory frameworks enforced by the Workplace Relations Commission (WRC). And, failing to comply can result in devastating financial penalties and reputational damage.

Before any payments are issued, prospective employers must register as an employer for PAYE via the Revenue Online Service (ROS) using the PREM registration process. Ireland operates under a strict Real-Time Reporting (RTR) system, which means you must submit payroll information to Revenue on or before the exact calendar day you pay your employee. This reporting allows for the exact calculation and deduction of PAYE, PRSI and USC. You are also legally obligated to provide a detailed, itemised payslip to your employee for every single pay run. Furthermore, you must retain all payroll records for a minimum of six years to satisfy potential Revenue audits.

As of January, the landscape for Irish employers has shifted dramatically with the implementation of the MyFutureFund statutory auto-enrolment retirement savings system. If your first employee meets the age and earnings thresholds and does not already participate in a qualifying occupational pension scheme, you are legally required to register them through the MyFutureFund Portal. There, you must calculate, deduct, and match their retirement contributions directly from payroll. Failing to meet these obligations carries severe financial penalties and risk of criminal prosecution.

Step 4. Cultivating culture

The biggest trap employers fall into when onboarding is hiring a clone of themselves. However, your business’ longevity depends on identifying your personal operational weaknesses and finding someone suitable to fill those gaps.

For example, if you excel at product development but struggle with sales, your first hire should be a business development specialist. If administration eats up your day, hire an operations coordinator to free up your time.

“Your first hire sets the culture for every future employee you bring into the company,” notes O’Keeffe. “When interviewing, look beyond skills and qualifications, as cultural alignment and a shared work ethic are just as, if not more, valuable.”

Finally, early employees need to be highly adaptable. In the early stages, job descriptions can easily evolve. To combat this, look for candidates who exhibit high emotional intelligence, problem-solving skills, and a genuine enthusiasm for building from the ground up.

Step 5. Onboarding

They say that the first 90 days of an employment relationship dictate long-term retention. A chaotic onboarding process? Your employee’s first impression is disorganisation.

Design a structured onboarding plan that spans the employee’s first month. Eg, week one should be focused on technology setup, communications channels, and team introductions, while month one should see them be assigned a small, achievable project to build their confidence and understanding.

Short, weekly feedback sessions should also be scheduled during this probationary period. These checkpoints allow you to address performance issues early and provide positive reinforcement for a job well done.

Take the next step with expert guidance

Navigating payroll, compliance, contract structures, and cash flow adjustments can feel overwhelming while running your daily business operations. Here’s where partnering with an experienced financial advisory team can eliminate the guesswork from your first hire and protect your hard-earned bottom line.

Contact Fitzgerald Power Accountancy and Advisory Services today to streamline your payroll processing, optimise your tax strategy, and build a sustainable growth foundation for your growing workforce. No pressure, no sales pitch, just a team ready to help you build your future.

The post The Business Journey Series: I’m hiring my first employee. appeared first on Fitzgerald Power.

Three quarters in and our morning coffee is starting to tell an interesting story.

The Fitzgerald Power Latte Index tracks the price of a standard Starbucks Tall Latte across seven major global cities, giving us a light-hearted look at how prices are moving around the world.

And in Q3, there was finally a little more movement.

London pushed further ahead. San Francisco bounced back sharply. Dublin? Dublin didn’t budge.

So, what can we learn from our latest trip to the coffee counter?

Q3 2026: Prices Are Moving Again – Just Not Everywhere

After a relatively quiet Q2, our latest Latte Index shows prices beginning to move again.

London remains the most expensive city in the index, rising 4.11% from €6.00 to €6.25. San Francisco recorded the biggest quarterly increase, climbing 12.64% to €5.08, while New York edged up to €5.08.

Sydney and Tokyo also recorded modest increases, while Berlin remained unchanged at €4.90.

Across all seven cities, the average price increased from €4.87 in Q2 to €5.01 in Q3, bringing it broadly back to Q1 levels.

So, after a quarter where the story was how little prices moved, there’s a little more life in the coffee market. Although anyone hoping for noticeably cheaper caffeine may want to keep the kettle handy.

Dublin: €5.65. Again.

If consistency deserves a prize, Dublin may have earned it.

A Tall Latte remains €5.65 for the third consecutive quarter, leaving Dublin as the second most expensive city in our index behind London.

The lack of movement is arguably as interesting as an increase.

While prices elsewhere fluctuate, Dublin’s €5.65 benchmark appears remarkably sticky – a useful reminder of the persistent pricing environment facing both consumers and businesses in Ireland.

The coffee hasn’t become more expensive.

Unfortunately, it hasn’t become any cheaper either.

London Extends Its Lead

London already held the top spot. In Q3, it stretched its lead.

The price increased from €6.00 to €6.25, a quarterly rise of 4.11% and up from €5.93 when we began tracking prices in Q1.

That leaves a 60-cent gap between London and second-placed Dublin and reinforces London’s position as the most expensive city in the Latte Index.

Apparently breaking the €6 barrier in Q2 wasn’t enough.

San Francisco Bounces Back

The biggest movement of Q3 came from San Francisco.

After falling from €5.00 in Q1 to €4.51 in Q2, its latte price rebounded to €5.08 in Q3 – an increase of 12.64%. Its local price returned to $5.85, the same level recorded in Q1.

That context matters.

As we noted last quarter, the Latte Index uses platform-based pricing, so individual store prices, promotions and platform dynamics can influence quarterly movements. The San Francisco figures reinforce why one quarter’s movement is interesting, but the longer-term pattern tells us considerably more.

New York provides a good comparison. Its euro price increased slightly from €5.03 to €5.08, while its local price remained unchanged at $5.85.

Sometimes the exchange rate deserves some of the credit – or blame.

Elsewhere: Steady As It Goes

Away from the larger movements, much of the index remained relatively settled.

Berlin held at €4.90, while Sydney edged from €4.58 to €4.60 and Tokyo moved from €3.44 to €3.48.

Tokyo therefore remains comfortably the cheapest city in the index, while Berlin has now recorded €4.90 in all three quarters.

Taken together, the figures show why individual quarterly movements need to be viewed as part of a wider picture.

What Does Q3 Tell Us?

The Latte Index isn’t an official measure of inflation – nor are we suggesting economists abandon their spreadsheets for coffee menus just yet.

But everyday prices can provide a useful window into the pressures being felt by consumers and businesses.

After very little movement in Q2, the average price across our seven cities has risen again. Yet the picture isn’t uniform: some markets are moving, others remain almost stubbornly consistent.

For Irish businesses, Dublin’s three-quarter run at €5.65 is perhaps the most interesting example.

Prices don’t necessarily need to keep rising for cost pressures to remain significant. Sometimes the fact that they aren’t coming back down tells its own story.

Looking Ahead

Three quarters down, and a few patterns are beginning to emerge.

London continues to pull away at the top.

Dublin refuses to move.

San Francisco has returned to where it started.

And Tokyo remains the place to go if your economic strategy is based entirely around finding a reasonably priced latte.

We’ll be back with the Q4 Fitzgerald Power Latte Index to see whether prices finally begin to settle – or whether there’s another surprise brewing.

Because sometimes the economy is easier to understand when it’s served in a cardboard cup.

The post The Latte Index: Q3 2026 Snapshot appeared first on Fitzgerald Power.

Every quarter we’re inundated with economic data. Inflation. Interest rates. GDP. Consumer confidence.

They’re all essential measures of economic health, but they don’t always tell us how those trends are being felt in everyday life. So, we decided to start somewhere a little more familiar.

The price of a Monday morning latte.

Welcome to the Fitzgerald Power Latte Index.

Each quarter, we’ll track the cost of a standard Starbucks Tall Latte across seven major global cities. It’s our own light-hearted take on the famous Big Mac Index – but beneath the foam is a surprisingly useful snapshot of consumer prices, operating costs and inflationary pressure.

No, we’re not suggesting the European Central Bank swaps inflation reports for flat whites. But sometimes the smallest purchases tell us the biggest stories.

Q2 2026: The Story Isn’t Higher Prices – It’s That They Haven’t Fallen

The headline this quarter isn’t another surge in prices. It’s something arguably more interesting. Despite signs that wholesale coffee markets have begun to stabilise after two years of volatility, consumers are seeing very little relief when they reach the till.

Across the seven cities in our index, prices barely moved.

London remains the most expensive city for a latte at €6.00, nudging above the €6 mark for the first time, while Dublin holds steady at €5.65. Elsewhere, Berlin is unchanged, Sydney records only a modest increase and Tokyo remains comfortably the lowest-priced city.

The good news?

Your coffee probably didn’t get more expensive this quarter.

The bad news?

It didn’t get any cheaper either.

For businesses, that’s telling us something important.

The cost of coffee beans is no longer the biggest challenge. Labour, rent, insurance, utilities and operating costs continue to outweigh any easing in commodity prices. Businesses aren’t cutting prices because, quite simply, they still can’t afford to.

Dublin: Still Paying Global Prices

At €5.65, Dublin remains the second most expensive city in our index, sitting just behind London.

For a city of its size, that’s remarkable.

Dublin continues to price like a global capital, reflecting the significant cost pressures facing Irish businesses. Commercial rents remain high, wage costs continue to rise and strong consumer demand allows premium pricing to hold.

Or, put another way… It turns out we’re not just paying premium prices for housing.

The consistency is perhaps the most interesting finding. Despite signs that global commodity prices have started to settle, Dublin’s average latte price hasn’t moved in two consecutive quarters.

That suggests businesses have very little room to reduce prices, even where some input costs begin to ease.

The US: The Quarter’s Biggest Surprise

If there was one unexpected development in Q2, it came from across the Atlantic.

New York fell from €5.60 to €5.03, while San Francisco dropped from €5.00 to €4.51.

Importantly, those reductions are reflected in both euro and local currency, suggesting the movement isn’t simply the result of exchange rate fluctuations.

Before we all start booking flights for cheaper coffee, however, it’s worth exercising a little caution.

The Latte Index uses platform-based pricing, meaning quarter-on-quarter movements can sometimes reflect individual store pricing, promotional activity or platform dynamics rather than a structural shift across the wider market.

In other words, it’s an interesting signal – not yet a trend.

Local Costs Are Now Driving Prices

One of the clearest themes emerging from the Latte Index is that local operating costs now matter more than global coffee prices.

The disruption to coffee supply chains in Brazil and Vietnam pushed wholesale prices sharply higher over the past two years. Those increases have now largely worked their way through to consumers.

Today, the bigger challenge isn’t the coffee.

It’s everything that comes with serving it.

• Payroll.
• Rent.
• Energy.
• Insurance.

For many café owners, coffee beans have stopped being the biggest headache.

Everything else has politely stepped in to take their place.

That’s why cities such as Dublin and Berlin remain unchanged, London continues to edge upwards and Tokyo remains structurally cheaper thanks to its different labour and occupancy costs.

What This Means for Irish Businesses

While the Latte Index is intentionally light-hearted, the economic message behind it is serious.

The pressures facing cafés mirror those facing thousands of Irish businesses.

• Higher employment costs.
• Increasing commercial rents.
• Rising insurance premiums.
• Persistent operating expenses.

Many businesses are no longer increasing prices because costs are accelerating.

They’re maintaining prices because costs remain stubbornly high.

The result is a pricing environment where today’s “expensive” has quietly become tomorrow’s normal.

Consumers may not like paying over €5 for a coffee – but increasingly, they’re accepting it.

The real question is how long that acceptance lasts.

Looking Ahead

We’ll continue publishing the Fitzgerald Power Latte Index every quarter to see whether this pattern changes.

• Will easing commodity prices eventually find their way to consumers?
• Will businesses finally get some breathing room on operating costs?
• Or will today’s prices become the new benchmark?

We’ll be watching closely.

Because sometimes the clearest insight into the economy isn’t hidden in a 200-page report.

Sometimes it’s sitting in a cardboard cup beside your laptop.

About the Fitzgerald Power Latte Index

The Fitzgerald Power Latte Index tracks the price of a standard Starbucks Tall Latte across seven major international cities each quarter.

Prices are sourced via Uber Eats, converted to euro using European Central Bank exchange rates and analysed alongside local cost-of-living indicators to provide an accessible snapshot of consumer pricing and operating cost pressures.

While it’s not a formal measure of inflation, it offers a relatable perspective on how economic conditions are influencing everyday spending.

The post The Latte Index: Q2 2026 Snapshot appeared first on Fitzgerald Power.

At first glance, the price of a coffee might seem trivial. But when tracked consistently across global cities, it becomes a useful and relatable indicator of discretionary spending and cost-of-living pressures.

Introducing the Latte Index: Fitzgerald Power’s quarterly snapshot of the price of a standard Starbucks latte across key international cities, converted into euro using ECB exchange rates.

While simple in concept, the index offers a lens into broader economic dynamics: wage levels, rent pressures, currency movements, and, importantly, consumer tolerance for rising prices.

Q1 2026 Snapshot

In Q1 2026, London ranks as the most expensive city for a latte at €5.93, followed closely by Dublin (€5.65) and New York (€5.60). At the other end of the spectrum, Tokyo remains significantly more affordable at €3.48.

This spread highlights more than just pricing differences, it reflects structural cost variations across economies.

Dublin: Converging with High-Cost Cities

Dublin’s position is particularly notable.

Despite being a smaller market than London or New York, Dublin’s latte price sits firmly within the top tier. This suggests that cost pressures in the Irish economy are aligning with those seen in larger global cities.

Key drivers include:

• Persistently high commercial rents
• Rising wage expectations in hospitality
• Strong urban demand supporting premium pricing

In effect, Dublin is behaving like a high-cost global city – without necessarily having the same scale advantages.

The Role of Currency and Local Cost Structures

Currency movements also play a role.

For example, New York appears marginally cheaper than Dublin in euro terms, partly due to exchange rate effects. However, underlying local costs, particularly labour, remain high.

Similarly, Tokyo’s lower price point reflects both a weaker yen and a fundamentally different cost structure, where wages and rents remain comparatively subdued.

Consumer Behaviour: A Tipping Point?

Perhaps the most important insight from the Latte Index is not the price itself, but what it signals about consumer behaviour.

Across many developed economies, consumers have absorbed sustained increases in everyday costs — from coffee to energy. However, there are signs that this tolerance is being tested.

Recent protests linked to rising living costs and energy prices highlight a growing sensitivity to affordability. While a latte is a small discretionary purchase, it sits within a broader basket of spending that households are increasingly scrutinising.

The question is no longer whether prices can rise, but how far they can rise before behaviour changes.

Why It Matters

The Latte Index is not intended to be a definitive economic measure. Rather, it complements traditional indicators by grounding macroeconomic trends in something tangible and widely understood.

It provides:

• A relatable benchmark for discretionary spending.
• A comparative view across international markets.
• An early signal of pressure points in consumer affordability.

Looking Ahead

Fitzgerald Power will track the Latte Index on a quarterly basis, building a clearer picture of how consumer prices evolve over time – and what that means for businesses operating in Ireland and beyond.

Because sometimes, the most meaningful economic insights aren’t found in complex models…

…but in the price of your morning coffee.

The post The Latte Index Q1 2026: What a Coffee Tells Us About the Global Economy appeared first on Fitzgerald Power.

Starting a business is one of the most exciting leaps you can take. However, turning a great idea into a sustainable enterprise requires more than just passion, it demands a calculated strategy.

As such, to build a business that thrives, you need a repeatable playbook. Here is the step-by-step roadmap to taking your business from a simple napkin sketch to bonafide market leader.

Step 1. Validating the problem, not just the idea

Anyone can have a good idea. The trouble is that too many founders build a product or service before confirming if anyone actually needs it. True business success lies in solving a specific pain-point for a clearly defined audience. This is why the first step in any business journey should centre around market research, talking to potential customers, and testing your Minimum Viable Product (MVP).

“It’s never been about falling in love with the solution, and has always been about falling in love with the problem,” Fitzgerald Power CEO Stuart Fitzgerald says. “Your initial idea will change, but if you are obsessed with solving the customer’s pain point, you will always find yourself back on the path to profitability.”

Step 2. Writing your business plan and choosing a business name

When you’re satisfied that your idea is viable, the next step is developing a business plan. A business plan outlines your company’s goals and how you expect to achieve them, and is a document you’ll need if you’re applying for a loan or a business grant, or pitching to investors.

Furthermore, your company will need a name. In Ireland, you must register the business name with the Companies Registration Office (CRO). You can either do this by downloading and completing the paper form RBN1 (pdf), which incurs a €40 charge. Or you can register online using CORE (Companies Online Registration Environment), which incurs a €20 fee charge.

You’ll need the Certificate of Registration to open a business bank account, and to prominently display at your place of business.

Step 3. Choosing a legal structure

Decide whether you will operate as a Sole Trader, Partnership, or register a Limited Company. As a sole trader, setup is faster, but you hold personal liability. A limited company protects your personal assets but requires more reporting. Once selected, register your business name and company details with the Companies Registration Office (CRO).

“Each of these structures have meaning down the line – personally and professionally – so it’s crucial to get this right,” Stuart continues. “The tax implications alone are worth considering, so seeking advice here is a crucial step.”

Step 4. Designing a business model with scalability

You have your idea, you’ve pinpointed your product, now it’s just about mapping out how that product will make money. Here is where you need to consider suppliers, distribution channels and pricing strategies, and how they all work together.

Start by finding out more about the businesses you’ll be competing with. How do they manage to turn a profit? Do they get a break on their overheads or other operating expenses somewhere down the line? How much business does their advertising and other marketing investments pull in? Where are their customers coming from, and what’s the best way for you to reach these people?

Balancing immediate survival with future growth is crucial if you want to make your good business model a great one. You need a structure that fits your business today, while ensuring there is plenty of room to scale tomorrow.

Step 5. Building a bulletproof financial foundation

You can have the best marketing strategy in the world, but if your financial foundations are weak, the business will collapse. Cash flow is the lifeblood of any start-up. You must understand your burn rate, track your margins, and keep a meticulous eye on compliance from day one.

“The biggest mistake early-stage founders make is treating accounting as an afterthought,” Stuart continues. “You cannot steer a ship if you are blind to the metrics. Getting your corporate structure, tax planning, and cash flow forecasting right from the very beginning saves you thousands in mistakes later.”

Step 6. Assembling the right team

You cannot do everything alone. As your business gains traction, your job shifts from doing the work to leading the people who do the work. Assess your blind spots, then hire for them.

Here is where trusted advisors who can navigate your strategic alignment come in. As you move along your entrepreneurial journey, your business will grow, and as such, it’s vital that your support team grows with you.

With Fitzgerald Power, you aren’t just getting an accounting service; you are gaining an elite suite of advisors who have seen everything this industry has to offer. Our advisory team doesn’t just manage the numbers; we help efficiently and proactively plan ahead. Acting as a trusted advisor to your business, our award-winning team can help you navigate start-up funding, build robust financial models, and ensure you remain fully compliant as you grow.

For those ready to take the next step with their business, reach out to the team at Fitzgerald Power today. No pressure, no sales pitch, just a team ready to help you build your future. 

The post The Business Journey Series: I’m starting a business. appeared first on Fitzgerald Power.

Irish Economy

Modified Domestic Demand (MDD) grew by 4.3% in Q1 2026, driven by strong multinational investment in AI, data centres and construction, despite early signs of slowing domestic activity.
More domestic indicators, including consumer spending, tax receipts and labour market data, point to moderating growth, while the Central Bank’s Business Cycle Indicator suggests economic momentum weakened towards the end of the quarter. Overall, the economy continues to expand but at a more measured pace, with underlying conditions softening.

Global Economy

According to Euromonitor, the global growth outlook for 2026 has been revised down to 2.9% as energy market disruption and geopolitical conflict drive higher inflation, trade costs and economic uncertainty. Advanced and emerging economies face differing levels of resilience, with energy security and supply chain strength becoming increasingly critical to sustaining growth.

Start-ups

Irish start-up activity remained robust in Q2 2026, with a record first half of the year reflecting sustained entrepreneurial confidence despite ongoing global economic uncertainty and cost pressures.

Housing Market

MyHome reports that Ireland’s housing market saw asking price inflation rise to 5% in Q2 2026, with persistent supply constraints and strong buyer competition outweighing affordability pressures despite improving housing supply and construction activity.

Irish GDP

Preliminary CSO figures indicate that GDP increased by 3.9% in Q2 2026, primarily driven by an increase in the multinational dominated sector of Information & Communication.

Fitzgerald Power is a leading financial advisor to the Irish SME sector. We provide accountancy, corporate finance and taxation advice to businesses across the country. We’d love to hear from you so please get in touch if you think we can help.

The post Market Pulse Q2 2026 appeared first on Fitzgerald Power.

The latest Funding Pulse Q1 2026 report offers an encouraging start to the year for Irish SMEs, with new lending picking up, funding costs easing and strong activity continuing across investment, venture capital and M&A.

Compiled in partnership with the Strategic Banking Corporation of Ireland (SBCI), our Funding Pulse report offers a clear, grounded view of how the funding landscape is evolving.

Highlights:

New SME lending gathers pace.

One of the clearest signals from Q1 is the increase in new lending.

Gross new SME lending reached €1.34 billion, up 12.9% on the same period last year. While outstanding SME credit remains slightly below Q1 2025 levels at €14.65 billion, the rise in new lending suggests businesses and lenders are showing renewed appetite for finance.

Funding costs ease.

There is also some welcome movement on the cost of borrowing.

The average interest rate on new SME loan drawdowns fell to 4.9% in Q1 2026, compared with 5.3% in Q4 2025. For businesses considering investment, expansion or acquisition, the cost of capital remains an important part of the conversation – and this quarter brought a more positive direction of travel.

Capital markets remain busy.

Bank lending is only part of the story.

A total of €5.4 billion was raised during Q1, with debt accounting for 76.5% of the total. There was significant activity across a range of sectors, including technology, life sciences, financial services and sustainable energy.

M&A was active too, with 136 deals completed during the quarter, four more than in the same period last year. Venture capital activity also remained strong, with a number of substantial funding rounds across Irish businesses.

What does it mean for Irish businesses?

The funding landscape is becoming increasingly varied. Traditional lending remains important, but businesses now have access to a much broader mix of options, from venture capital and private equity to alternative lenders and strategic investment.

That makes choosing the right funding route just as important as securing the funding itself.

For business owners thinking about growth, acquisition or investment in 2026, understanding what is happening across the wider market can help inform those decisions.

Read the full Funding Pulse Q1 2026 report for the latest data and analysis on SME lending, funding costs, venture capital, investment and M&A in Ireland.

The post Funding Pulse Q1 2026 appeared first on Fitzgerald Power.

In Fitzgerald Power’s interview series, we’re speaking to people with different perspectives who feel they can offer more to the workplace, from the water cooler all the way up to the C-Suite. Today, it’s Ger Toher of Motion, Ireland’s leading automotive technology and media businesses and parent company of Carzone, CarsIreland and Cartell. 

Can a corporate hack it on the shop floor? Just ask Ger Toher, the newly appointed chief executive of Motion, who, in 2011, joined CarsIreland as the organisation’s first employee. Prior to joining, Toher worked in vehicle retail, and since then, he has spent the past 16 years helping to shape the business into the leading automotive technology group it is today. And with more than 20 years of experience across the Irish automotive sector, he has played something of a central role – including the acquisitions and integration of Cartell in 2020 and Carzone in 2022 – in the company’s growth and evolution. “It’s been a different company, multiple times, through that period,” he smiles from his new desk. “There were only three of us at the start, and we’ve grown a fair bit. And then obviously we’ve had acquisitions since. So yeah, even though it’s the same place for 16 years… It doesn’t feel that way to me at all.”

According to Toher, his journey into the seat he’s in now started when he was a kid, and not by design. “It seemed like I was destined to be in cars,” he smiles. “My family business was fruit and vegetables wholesale and delivery. And I had an uncle that worked in car sales and was relatively successful in it. So when I went to college, I went for marketing and e-business, which was as generic as I could possibly find. Then, bizarrely, I did my dissertation on car websites. I couldn’t tell you why. And this was at the time before car sales websites were even a thing.” Fresh from DIT Aungier Street, Toher began working with his uncle. By 11am on his first day, he’d sold five cars. “It was the height of the Celtic Tiger, and my uncle was giving me €100 per car. It was like taking candy from a baby, and so that’s what got me into the motor industry.”

He cut his teeth on the shop floor and stayed there happily, due to a love of dealing with people. “It’s the second biggest purchase people typically make,” he says. “And whatever reason people are buying for, there’s so much joy and excitement to be had. The flip side of that is when it goes wrong, of course.” Then Toher’s uncle, based on the business’ previous success, decided to pivot to digital, taking Toher with him. “He wanted to start selling cars online with no premises, which was unheard of at the time,” he says. “So that was a really interesting angle for me to get into. We were one of the first to start selling cars online with no physical garage. It seemed unthinkable that people would buy cars without going to a garage and all that. But it made me extremely focused on the digital experience.”

Toher landed in CarsIreland after being poached from a similar business, one he loved. The reason he took the job? Ironically, less time in the car. “It was two hours each way on the M50, and the founder gave me a really good offer.” The company had just gotten a big investment from the Irish Independent at the time for a joint venture, and Toher was to be the first spend. On that first day, did he ever allow himself to imagine taking the seat he’s in now? “You know, most people would answer that question and say no. But in reality, I think in the back of my head somewhere, I did. Not because I believed in myself that I could do it. But my father and my uncle used to always tell me that if you just keep working hard and you do the right things and you always make your decisions for the best of the business, stuff like this just comes to you. And that’s been my experience.”

Today, the automotive sector continues to evolve at pace, creating opportunities for innovation, technology and customer engagement. Motion’s main aim is to bring together some of the greatest minds in the motor industry to collaborate, develop new products and technologies, and ultimately, transform the way motorists buy, sell and use vehicles in Ireland. But as the world continues to evolve itself – wars, fuel hikes, climate change – challenges uniquely tailored to the motor industry are aplenty. “In the industry, the pace of change is simultaneously incredibly quick, and quite slow,” he says. “People used to look at a weekly magazine to decide what car to buy, and now all that information is available to you with the touch of a button. That said, it’s all still the same problem and frustration point: most people find the process of buying a car frustrating. And we’re trying to solve that problem all the time.”

Then there are the logistical issues. “The government made a decision a number of years ago that everyone should go electric. And I understand why they did, but it was the horse before the cart in the sense that there’s no charging or electrical infrastructure to handle it. And as such, the more successful it becomes, the more problems it creates. So you’re in this constant battle of helping people solve the problem of what’s the right car and making it easy to find it, and then the technology and the rate of change happening is not parallel with that. And look, that’s what creates the opportunities for us in our business – and that’s what we’re always trying to solve.” Is there a mantra he turns to when everything gets a bit much? “No matter whether things are going good or bad, providing people with absolute clarity and trying to really grease the wheels of communication amongst your team and your people is the thing that stands out to me,” he says. “I’m constantly reviewing everything that doesn’t go our way – and 95% of the issues that arise are because of communication issues.”

In simple terms, transitioning from first employee to CEO means mastering every role in the company, or at least most, and hiring for your blind spots. In recent years, a suite of notable leaders have followed the same path as Toher – YouTube’s former CEO Susan Wojcicki or Kin + Carta’s Kelly Manthey – each of them going from the early days of wearing multiple hats to long-term and shrewd direction. For employees reading Toher’s story and are keen to emulate a similar path, the steps they should be focusing on, according to Toher, are everywhere. “As aforementioned, doing the right thing for the business is obviously important,” he says. “But the other thing I would say is you have to be really interested in everything that’s going on, particularly the things you’re not involved in at all. Like, I was a salesperson at one point. And I could have just been a salesperson and made loads of money focusing on that. But if you’re interested and curious about what’s happening in the rest of the business all the time, people will start to notice that. Me, I was always fascinated by the experience of customer support. I was always fascinated by what the product team or the development team were doing – and like it’s quite scary, because you’re out of your depth. But then later you find that it comes up and you’re able to hold the conversation, or at least understand it, and I think that goes a long way.

“So yes, you have to make the right decisions for the business all the time, but that in isolation will only get you so far. Say, if I see someone in our company whose behaviour speaks to this genuine interest and curiosity, I can see their trajectory over the next five years. And typically, they won’t even have to do anything more than they’re already doing, and they’ll succeed.”

You can follow Ger on LinkedIn here, and Motion on the brand’s official website here. 

The post An interview with: Ger Toher appeared first on Fitzgerald Power.

When auto-enrolment launched earlier this year, many employers understandably had one goal: get it up and running correctly.

Fast forward a few months and the next milestone has arrived.

From July 2026, the first employees automatically enrolled into My Future Fund will reach the point where they can decide whether to remain in the scheme or opt out.

For employers, this isn’t about pressing the panic button. It’s simply the next stage of the process – and a good opportunity to make sure your payroll processes, systems and internal procedures are working exactly as they should.

A Quick Refresher

Under Ireland’s new auto-enrolment pension scheme, eligible employees began joining  My Future Fund earlier this year.

Once an employee has completed their initial six-month participation period, they enter an opt-out window, during which they can choose to:

• Remain enrolled in the scheme.
• Opt-out within the permitted timeframe.
• Receive a refund of their own employee pension contributions made during the qualifying period, in accordance with the scheme rules.

The important point to remember is this:

The decision belongs entirely to the employee.

An employer’s role is to administer the scheme correctly, provide factual information where appropriate, and continue to meet their payroll obligations.

How Does the Opt-Out Process Work?

One of the most common questions we’re hearing is:

“If an employee wants to opt out, what happens next?”

The good news is that employers are not responsible for processing opt-out requests themselves.

Instead, the process is managed by My Future Fund (NAERSA).

The process is straightforward:

1. The employee completes their initial six months of participation.
2. My Future Fund notifies the employee when their opt-out window opens.
3. The employee submits their opt-out request directly through the My Future Fund online portal.
4. NAERSA confirms the request and notifies the employer.
5. The employer updates payroll and stops future deductions from the date instructed.

A Helpful Reminder

Even if an employee tells you they wish to opt out, don’t stop payroll deductions until you’ve received formal confirmation from NAERSA.

This helps ensure compliance and avoids payroll errors.

What Does This Mean for Employers?

For many businesses, this will be the first time employees begin making different decisions about their pension.

Some will remain enrolled.

Some will choose to opt-out.

Others will simply have questions.

That means payroll, HR and management teams should be prepared to respond consistently and understand how the process works.

Fortunately, if your payroll systems and internal procedures are already in good shape, there shouldn’t be any major surprises.

Now Is a Good Time for a Payroll Health Check

Before opt-out requests begin arriving, it’s worth taking a few minutes to review your processes.

Ask yourself:

• Are your payroll systems fully up to date?
• Are employee records accurate?
• Does your payroll team understand how opt-out notifications will be received and processed?
• Are your internal HR procedures clear and consistent?
• Is everyone responsible for payroll aware of the latest scheme requirements?

Like most payroll matters, small issues are much easier to resolve before they become larger administrative headaches.

Communication Matters

Auto-enrolment is still relatively new, so it’s perfectly natural that employees will have questions.

The best approach is a simple one:

Provide clear, factual information and direct employees to the official My Future Fund guidance where appropriate.

Avoid encouraging or discouraging participation. The legislation has been designed so that remaining enrolled – or opting out – is entirely the employee’s decision.

Looking Beyond July

The opening of the opt-out window is another reminder that auto-enrolment isn’t a one-off payroll project.

It’s now part of the ongoing employment landscape.

Businesses with robust payroll processes, accurate employee records and clear internal procedures will find future milestones much easier to manage.

In other words, a little preparation today can save a lot of administration tomorrow.

Frequently Asked Questions

Can an employee opt out immediately?

No. Employees must first complete the initial six-month participation period before they become eligible to opt out.

Does an employee opt out through their employer?

No. Employees submit their opt-out request directly through My Future Fund. Employers will receive formal notification from NAERSA once the request has been processed.

Should employers stop payroll deductions if an employee asks?

No. Payroll should only be updated once official confirmation has been received from NAERSA.

Will employees receive their pension contributions back?

Employees who opt out during the official opt-out window will receive a refund of their own employee contributions in accordance with the scheme rules.

Can an employee rejoin the scheme later?

Yes. Employees may choose to opt back into the scheme, and eligible employees may also be automatically re-enrolled under the legislation.

How Fitzgerald Power Can Help

Auto-enrolment has introduced a new layer of payroll administration for employers across Ireland, and the opening of the opt-out window is another important milestone.

Whether you need support reviewing your payroll processes, ensuring compliance, or understanding how auto-enrolment fits into your wider payroll and HR procedures, our Payroll team is here to help.

If you’d like to discuss how the July opt-out window could affect your business – or simply want reassurance that your payroll processes are ready, get in touch with us today.

The post Auto-Enrolment: What’s Next for Employers? appeared first on Fitzgerald Power.

Let’s just say what everyone’s thinking. Changing accountant probably sits somewhere between cleaning out the shed and cancelling that subscription you forgot you had! In other words… It’s on the list, but it never quite makes it to the top.

The good news? Switching accountant is a lot easier than most people think. In fact, we handle most of the work for you.

Book A Discovery Call HERE

 

Do any of these sound familiar?

• You only hear from your accountant once a year.
• You have questions but don’t know who to ask.
• Your accounts are historical, not helpful.
• Tax deadlines arrive as an unpleasant surprise.
• You feel like you’re getting compliance, but not advice.
• You’re growing but your accountant hasn’t grown with you.

If you found yourself nodding along to any of the above, it might be time for a different conversation.

 

Switching Is Simple

No drama. No disruption. No form-filling marathon.

Why Businesses Make The Move .

Most businesses don’t switch because something has gone wrong.

They switch because they want:

✔ Better visibility.

✔ More proactive advice.

✔ Faster responses.

✔ A trusted sounding board.

✔ A partner that helps them plan for the future.

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