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 former investment banker Aoife Matthews of the Irish-founded wellness and supplement brand dedicated to female health, SISTERLY.

The global wellness industry is one that regularly makes the news, and not always for good reasons. Yet, amidst this noise, Dublin-based startup SISTERLY has emerged as a rare success story. Hitting €1M in turnover in its first year, and selling more than 1.5 million sachets across 40+ countries just three years into their journey, the SISTERLY founders – Aoife Matthews, Jennifer O’Connell, and Louise O’Riordan – have just been announced as finalists in the EY Entrepreneur Of The Year Ireland 2026 programme.

As they look to secure their first retail partnerships Stateside – aside from the LA-centric hubs they’re already stocked in – Aoife Matthews of SISTERLY shares how the brand was born of a mutual frustration. “Though my background is in finance, I had actually studied to be a health and wellness coach,” she says. “And as I was coming into perimenopause, I was the person buying lots of supplements. You know, I’d buy things and then not even take them. It was a bit ridiculous. So I did this course, and then so many of my friends were coming to me and asking me about what they should be on, because they were all in the same boat. And I thought, God, even after a one-year course, I have more questions than answers.”

At the time, Jennifer O’Connell, whose sister was a friend of Matthews’, was struggling with her immunity. She also got in touch with Matthews for help. As they both discussed their confusion with the space, Jenny directed Aoife towards a friend of hers in LA, who was working with brands at the forefront of wellness, like Dr Barbara Sturm. “I said, oh my God, that’s Louise O’Riordan – I used to live with her in London!” Immediately, the three bonded over the nature of the industry and decided to take it into their own hands.

They did this by creating The Elevator, the brand’s flagship product, which fused rigorous science with personal need. Created with the backing of a team of experts, including formulation expert Dr Daniel Jones, the SISTERLY founders created a space for their panel to create with absolute freedom, eventually creating a gold-standard product without budget constraints. The result? An advanced daily multi-nutrient packet engineered with 23 bioavailable ingredients specifically optimised for female physiology.

However, then comes communicating that much. “Women don’t have the time to do all the research to figure out what they should be taking,” she says. “So for us, it had to be a very simple, easy solution. And a very trusted one as well.” Crucially, they knew their market – busy 40+ women, who also want to look after their health – needed a trusted one-and-done solution. “The last thing we wanted to do was bring out a range of supplements,” she says. “We just have the one. And we’re also completely open as to what’s in there. That even translates as far as the packaging. Our box is simple; it doesn’t shout out at you. It’s your essentials done really well, like a great pair of jeans and a white T-shirt.”

SISTERLY’s distribution strategy was originally modelled around its dosage requirements: a subscription model that caters to taking one sachet every day. That said, it has also been added to the shelves of a suite of luxury bricks-and-mortar retailers such as Brown Thomas and Harrods. “The majority of our sales are via our website, and the real benefit of that is then you get to know your customer, which is so important for us,” she says. “Because that’s the whole SISTERLY vibe and community.” On the SISTERLY website, consumers can sign up to a one-month or three-month subscription, with a delivery arriving each month. Subsequent boxes come as refills, creating a sustainable model for the discerning shopper. “It’s all about trying to make it as easy for people to actually stay consistent.”

At the same time, Matthews admits, some people will never buy online. “They want to have that touch and feel,” she says. “We always said we would just partner with a couple of retailers at each location, like Meaghers Pharmacy and Brown Thomas, but predominantly our sales are all subscription.” Have they ever had to say no to certain brands who want to stock their products, but don’t align with their values? “Yes,” she smiles. “We’re not a brand that stands out on the shelves. We are very subtle, and that was done for a reason. It’s a considered purchase, so we’re not going to be stocked in a Boots or Holland & Barrett.”

Recently, The Elevator has experienced “phenomenal” success in London, doubling their revenue over the past few months. According to Matthews, this has largely been down to a suite of great ambassadors, like wellness advocate Liz Earle. “When people talk about it, word spreads like wildfire,” Matthews says. “Which is what you want.” The UK market was originally tough to crack, she says, purely down to being bigger than what they were used to with Ireland. But with growth felt there, sights are now firmly set on scaling into the US. “We deliver directly to customers in the US from here, but we’re now just trying a few new distribution channels,” she says. “Tomorrow, we’re launching with TelyRx, which is an online pharmacy chain. So when people get prescriptions via them, they’ll be recommending The Elevator. Which is a different kind of strategy, but I think it’ll be brilliant to see how that works in the US.”

Convincing people they need a premium product is not what SISTERLY is all about. Instead, they stand back and let their formulations do the work. “A lot of people don’t realise that there are variations of all of the different nutrients,” she says. “It’s like buying corned beef versus organic. B12, for example, has two main forms. The bioavailable one is 10 times more expensive than the synthetic version, yet most manufacturers will use that because it’s 10 times cheaper. And how the hell are you supposed to know the difference between the two? So for us, while a bit of education is involved, trust is crucial. And thanks to our panel of experts, our commitment to not using excipients [sugars, fillers and binding agents], and the benefits people get from taking our products, we have thankfully gotten to a place where we have that. We’re very black and white; we’re overly cautious and, ultimately, we left our careers to do this, so why wouldn’t we do it right?”

Above all, SISTERLY has proven that modern wellness products must offer more than what is inside the box if they want success. By building an ecosystem around education, digital content, and support – including a podcast – the founders have grown the business from a sachet on a shelf into a holistic health platform. That said, they’ve remained true to their core beliefs. “We always say that we made this for our mothers, sisters, girlfriends, and ourselves,” she says. “And it’s true. All of our mothers take it, and at the end of the day… you’re not going to give her anything that is not the best.”

The greatest thing she’s learned since starting this journey? “When you have a passion about something, you have to try and deliver it,” she says. “It’s really tough running a business. You know, I worked on the trading floor in London for years. It was exhausting, but this is much more intense, because you’re always thinking about it. But when we get feedback from women, it makes it all worthwhile. I know I can speak for the girls as well when I say we’re so delighted we took that jump, because I think if you want to do something… you have to just do it.”

You can follow Aoife on LinkedIn here, or visit SISTERLY’s website here.

Follow SISTERLY on Instagram, Facebook and TikTok.

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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.

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Fitzgerald Power’s Irish Pharmacy Sector M&A Review H1 2026 examines pharmacy mergers and acquisitions over the 36-month period from H2 2023 to H1 2026, providing insight into transaction activity, valuation multiples, buyer behaviour and the wider Irish pharmacy market.

Key highlights:

Transactions

Transaction activity remained steady, with independent pharmacies continuing to account for the majority of sales and increased activity among smaller pharmacies.

• An estimated 92 pharmacy transactions took place over the 36-month review period.
• Fitzgerald Power advised on 44 of these transactions.
• Pharmacies receiving annual State dispensing fees of €250,000 or more accounted for the largest share of transactions in each 12-month period.
• Transactions involving pharmacies receiving less than €100,000 in State fees increased significantly in H1 2026.
• Independently owned pharmacies accounted for the majority of transactions, with their share increasing over the review period.
• Symbol Group transactions declined, while indigenous group activity remained relatively consistent.
• Munster recorded the strongest proportional increase in transaction activity, while Connacht/Ulster accounted for the lowest share of transactions.

Valuation Multiples

Pharmacy size continues to have a clear bearing on valuations, with larger pharmacies generally achieving stronger multiples.

• The average valuation multiple over the three-year review period was 4.6x maintainable EBITDA, compared with 4.7x in our previous report.
• The reduction was primarily due to an increase in the sale of lower-value pharmacies.
• Pharmacies with turnover above €2 million achieved the highest average multiple at 5.5x.
• Pharmacies with turnover below €1 million achieved an average multiple of 3.41x.
• Valuations remained relatively consistent across Ireland, with Leinster excluding Dublin recording the highest average multiple at 4.91x.
• Higher-turnover pharmacies continue to command strong valuation multiples.

The Pharmacy Market

Independent buyers remain a significant presence in the Irish pharmacy market, while pharmacy groups are broadening the range of businesses they acquire.

• Of the 44 transactions analysed, 31 were purchased by independent operators and 13 by pharmacy groups.
• Independent purchasers paid an average multiple of 4.62x, compared with 4.56x for pharmacy groups.
• Pharmacy groups are increasingly acquiring a broader range of businesses, including lower-turnover pharmacies.
• The number of community pharmacies in Ireland reached 1,920 in Q2 2026, the highest level recorded during the review period.
• PSI data indicates 67 pharmacy openings and 54 closures between Q3 2023 and Q2 2026.

Outlook

The outlook for the Irish pharmacy transaction market remains positive, with funding conditions, recurring revenues and greater visibility around future earnings supporting activity.

• The Community Pharmacy Agreement has helped to increase confidence around future earnings projections.
• Marginally higher multiples are being achieved in parts of the market, with particular interest in larger-scale pharmacies.
• Funding conditions remain supportive for established operators and first-time buyers.
• New funding vehicles are entering the pharmacy market.
• Fitzgerald Power is seeing an increasing number of transactions involving entrant pharmacists supported by investors.
• A well-considered shareholders’ agreement remains particularly important where pharmacists and investors acquire a business together.
• Fitzgerald Power expects transaction activity to remain robust throughout H2 2026 and beyond.

How can we help?

Our team is dedicated to providing you and your business with the absolute best financial advice out there. We approach each and every case from a fresh perspective, working with you to find tailored solutions that leave your business feeling stronger than ever. With our expert analysis, we translate figures into a language you can understand. Using timely, reliable advice, our experienced team of experts devise sophisticated plans to encourage cost efficiency and growth. If you would like to discuss this research, contact our team at Fitzgerald Power today.

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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. 

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Produced by Fitzgerald Power in partnership with the Irish Pharmacy Union (IPU), Pharmacy Pulse is our quarterly look at the commercial and operational environment for community pharmacies across Ireland.

Summary Q2 2026:

Electronic Record Keeping

New legislation has provided for electronic record keeping for community pharmacies. The changes allow prescriptions transmitted electronically and a range of pharmacy records to be stored digitally, this should ultimately lead to a reduction in administrative burden, improved workflow efficiency and is fully aligned to the wider digitalisation of healthcare services in Ireland.

Pharmacist-Led Contraception Service

The Government published the Health (Provision of Contraception Prescribing Service in Retail Pharmacy Businesses) Bill 2026 in June. The legislation will allow pharmacists to provide repeat prescriptions for certain contraceptive medicines directly to eligible patients, improving access to women’s healthcare while further expanding the clinical role of community pharmacists within primary care.

EU E-Commerce Import Charges

From 1st July 2026, the European Union will introduce a new €3 customs charge on low-value imports from outside the EU. The reform aims to address concerns around unfair competition from international e-commerce platforms by removing favourable customs treatment for low-value goods. The change could benefit community pharmacies and other Irish retailers by narrowing the price gap between products sourced from overseas and those sold through local businesses.

Inflation and Cost of Living

Cost-of-living pressures remained a key issue for Irish households during Q2 2026. Consumer prices were 3.4% higher in June 2026 than a year earlier, with housing, electricity, gas, and other utility costs among the largest contributors to inflation. Rising living expenses continued to impact household disposable income and consumer spending, creating a challenging environment for both consumers and businesses.

US Trade Tariffs and Economic Uncertainty

Global economic uncertainty remained elevated during Q2 2026 as businesses and policymakers continued to assess the impact of tariff-related trade tensions and geopolitical instability. With Ireland’s economy heavily dependent on international trade and foreign direct investment, concerns persisted regarding the potential impact on exports, business investment and economic growth.

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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. 

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Without realising, the NBA has created a perfect example of how incentives can shape organisation-wide behaviour. In a league where poorer performances improve a team’s chances of securing elite draft talent, losing pivots from a kick in the teeth to a rational, long-term strategy.

As displayed recently by the Washington Wizards, this phenomenon is known as tanking, and sees teams routinely rest healthy star players, accept short-term failure, and actively trade away immediate assets. Through this, their goal shifts from winning games to systematically improving their draft position.

Tanking is a system that rewards behaviour that directly contradicts the main purpose of competitive sport: winning. The consequences of following this pattern are damaging, and hard to ignore: fans pay premium prices to watch weakened rosters, the integrity of league competition suffers, and sports organisations drift away from their core identity.

Suddenly, what was designed to help struggling franchises regain competitiveness has, instead, created a framework that encourages intentional failure.

The Cobra effect

Economists use the term ‘the cobra effect’ to describe these incentives. With the cobra effect, the underlying principle is clear: when incentives attach to the wrong measure, people optimise for the reward, rather than the actual objective.

And while this can and does happen on basketball courts, the underlying behavioural incentive systems are surprisingly similar within the Irish pharmacy sector. For example, if a pharmacy business focuses purely on top-line revenue, growth often comes at the expense of true profitability:

The illusion of e-commerce scale

Driving online activity can indeed heavily boost gross revenues, making a pharmacy look highly successful on paper. However, digital expansion requires significant capital. Once you factor in the real costs – digital advertising, specialised order fulfilment, rising postage rates, and product returns – the net margin quickly gets squeezed out.

All of a sudden, what looks like an expanding retail footprint is, in reality, high-volume activity without baseline value. Pharmacy owners end up working harder to process more orders while taking home less profit.

Static till pricing and festive stocking

In the months leading up to Christmas, Irish pharmacies purchase significant front-of-shop stock to capture seasonal demand. As regional hubs for last-minute presents, this makes sense. And as planned, this drives revenue levels sharply upwards during the festive trading period.

However, if cost prices are not regularly updated on the till system to reflect inflation and supplier price hikes, a sizable vulnerability emerges. Then, what looks like a remarkably strong trading period on the surface masks a squeeze in net profitability.

While financial focus remains fixed on the registers ringing, back-end margins quietly erode because pricing is not reviewed continuously.

Misaligned OTC staff bonus schemes

Imagine a community pharmacy that introduces a monthly staff bonus based solely on over-the-counter (OTC) sales growth. The commercial reasoning is understandable: increase revenue while encouraging staff to engage proactively with customers. However, this quickly distorts clinical behaviour. Staff may then begin to recommend premium products that are only marginally beneficial, or encourage patients to purchase volume deals they do not need.

This shifts the staff’s focus from providing impartial clinical advice to hitting a daily sales target, and patient conversations switch from problem-solving to product-pushing. In a community healthcare setting, this behaviour damages the pharmacy’s brand, credibility, and long-term patient loyalty. And the subsequent bonus rewards transactional behaviour at the expense of patient trust.

Designing better pharmacy metrics

Effective KPI measurement remains one of the most powerful management tools available to pharmacy owners. However, every metric and scheme can send confusing messages to your team about what success looks like. When the metric itself becomes the objective rather than a guide toward healthy growth, organisational behaviour changes in a number of unintended ways.

To protect your business from the cobra effect, shifting management focus from blind revenue targets to long-term goals – gross profit margins, inventory turnover rates, patient satisfaction scores – creates a system that celebrates sustainable business health rather than short-term spikes.

Want to ensure your pharmacy’s incentive structures are driving genuine profitability rather than just busy work? Navigating the balance between revenue growth and margin protection requires specialised sector expertise. At Fitzgerald Power, we provide industry-leading accountancy and advisory services tailored specifically to the Irish pharmacy sector, helping you design KPIs that truly focus on your long-term goals. Contact Fitzgerald Power today to optimise your financial strategy and protect your bottom line.

The post What Basketball Can Teach Pharmacy Owners About Better KPIs 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.

The post Switching accountants is easier than you think 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 Brendan Colbert of Ireland’s favourite lower sugar premium drinks, Poachers. 

How would you feel about giving up your Friday pint? For a growing cohort, that idea is proving more tempting each week. That’s according to the Central Statistics Office at least, which has shown that just 27% of 18-to-24-year-olds drink alcohol weekly, compared with 56% of 55-to-64-year-olds. Indeed, the humble mineral is having a moment, particularly those on the top shelf. “100%,” Brendan Colbert, the CEO of premium low-sugar soft drinks, Poachers, says. “We see it with our interactions with customers as well, both in trade and retail. Without question, there’s a definite shift in alcohol perception, and not only among younger demographics, but across multiple groups. That kind of all came in tandem with the pandemic; people thinking about their health, and also a real appreciation for the Irish countryside for the first time. Suddenly, you saw more and more people going to places like Croagh Patrick and Inishbofin and appreciating the day more instead of the night. Like, where I live, you see more people queuing up outside the gym on Saturday morning than you see outside the pub on Friday night.”

Poachers, a now award-winning business, came about almost by accident. With both hospitality and service in the blood – Colbert’s mother ran Boggans of Kilmuckridge, and his father, a UCD lecturer in management accounting, moonlighted as a sommelier in between managing the family tillage farm – he took it upon himself to capitalise on the then-swelling gin market to create an Irish alternative for tonic. With a business partner, he launched Poachers in 2017 with its first product, a citrus tonic made up of Irish spring water, orange and lemon notes and fresh Irish rosemary. “People thought we were crazy,” Colbert laughs. “Crazy for spending so much money creating a mixer… But we knew what we had could work.”

That instinct, the one that has built Poachers to boast an annual turnover of €1.2 million, was built off the back of Ireland’s changing palate. “The Irish consumer has been changing in a very progressive way for the past 20, or even 30, years,” he says. “Palates have been changing, there’s more disposable income, and a huge thing has obviously been the internet, social media, as well as Irish people literally traveling around the globe and bringing back all these influences. We’re a very open country, very receptive to new ideas, new flavours, new tastes… and really that’s the nub of where all these changes came from. The modern Irish consumer is very interested in what’s happening globally, which allowed us back in 2017 to position our products as international, and of higher quality. But, in essence, we were already preaching to the converted. And thankfully, that change is continuing well.”

Relying on emerging trends is a balancing act. For some, it provides fruitful opportunities. For others, shaky ground. For Poachers, who established their original business plan when going out on a Friday and returning home on a Sunday was a weekly ritual for 20-somethings, their risk has proven successful. “The trends towards health are actually accelerating,” Colbert says. “And there are a number of interesting verticals, even within the soda category, that are emerging that attest to that. Capitalising on trends is obviously how we’ve gotten some of the most interesting businesses in the world, but I think for longevity, you need to keep your core proposition very tight – that way you can weather what comes next. Resisting the urge to shift dramatically between trends as a brand is hard, but worth it. Because in the long run, you just confuse the consumer, or show them that they don’t need it anymore. It’s obviously good to keep an eye on the macro environment, but believing in what you do is absolutely paramount.”

Storytelling has been a huge part of the Poachers brand since day one, with Colbert’s own family farm providing raw ingredients as well as sustainability sensibilities to the brand from the ground up. “It was something we thought about at the beginning,” he says. “But honestly there’s been such an evolution in our story, which has become such a value proposition for our end customers. I mean, there’s so much going on in the world at the minute, but relaying back the story of our unique Irish heritage is something we find our customers love. My family, for example, have been farmers for 200 years, and being able to utilise and capitalise on that has been very special. It’s also definitely a core piece of what Poachers is.”

Throughout changes in the economy and global trends, Poachers have always aligned themselves on one thing: Ireland. With Irish-sourced ingredients – their newest launch, canned sodas, features ingredients like Achill Island sea salt, chilli grown in Galway and mint from Wexford – as well as inscriptions as Gaeilge on the back of each bottle and can, Colbert and his team have remained true to their original prospect: creating a premium product that represents Ireland on an international stage.” “Irish produce has a huge resonance and respect internationally, and we are definitely able to trade on that,” Colbert says. “As a country, even globally, we’re punching above our weight. And that translates to a young, ambitious population who are proud to be Irish, which is why I think you’re going to see Irish representation more and more from Irish brands.”

He pauses, before concluding. “We’re an ambitious country with ambitious people and a great, dynamic population… It’s also kind of sexy to be Irish right now, so why wouldn’t you shout about it?”

Visit Poachers’ Drinks website here.

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