12 Days of Boyden – Day 8: Navigating Executive Search, Leadership Consulting, and Interim Management in Ireland

Welcome to Day 8 of the 12 Days of Boyden series! Today, we spotlight Boyden’s experts in the Ireland office: Kevin Keegan, Maurice Carr, Alan Finnegan, and Linda Roberts-Power. The team in Boyden’s Ireland office combines expertise across executive search, leadership consulting, and interim management to deliver exceptional talent solutions. With over 60 years of collective experience, Kevin, Maurice, Alan, and Linda provide invaluable insight into the Irish market, helping both local and international organisations secure leadership talent that drives strategic business impact.

Q: What was a key achievement for Boyden Ireland in 2024?

Kevin: One of our most significant achievements this year was how we addressed the challenges of a volatile global environment. Whether responding to economic uncertainty or rapid technological advancements, our team excelled at helping clients find resilient and adaptable leaders. Leading on organising The Assembly with Ronan O Gara at UCD Smurfit Business School was a personal highlight, providing the opportunities for C Suite Leaders to take time out and listen to a world class athlete and coach as well as network.

Maurice: A major highlight for us in 2024 was successfully growing the interim management practice. We secured a number of key interim appointments, which has helped us solidify our footprint in this area.

Linda: For me, increasing the interim offering within the Irish practice has been a key achievement. The demand for interim leaders continues to rise, and we’ve been able to respond effectively to this market need.

Alan: A standout moment was our successful Assembly at UCD Smurfit Business School. It not only allowed us to connect with industry leaders but also helped strengthen our market presence and reputation.

Q: What challenges have you faced this year in your practice?

Alan: Competition in the Irish market is strong, with several established firms. It's been important for us to differentiate ourselves by offering specialised services and deep market knowledge.

Linda: One significant challenge has been the issue of candidate mobility. Many top candidates are less willing to relocate or move roles due to market uncertainties and personal priorities, which requires us to rethink how we engage them.

Kevin: Geopolitical factors and economic unpredictability have heightened the need for agility in search and leadership consulting.

Q: What industry trends do you believe will define the future of your sector?

Kevin: The rise of AI and machine learning will continue to transform organisations, but it’s also reshaping the leadership profile. Leaders need to not only manage digital transformations but also balance this with human-centric leadership. Additionally, global economic shifts are driving demand for leaders who can manage through uncertainty, maintain employee trust, and inspire resilience.

Alan: Digital transformation is one of the defining trends. The use of AI, machine learning, and data analytics will reshape how we identify, screen, and match candidates to roles. Additionally, there is a significant focus on Diversity, Equity, and Inclusion (DEI), which is increasingly important for leadership positions.

Linda: We’re also seeing an increased focus on emotional intelligence and leadership capabilities as critical factors in executive placements. Companies are seeking leaders who can manage change, drive engagement, and navigate complex global challenges.

Maurice: I see the ongoing demand for flexibility and adaptability in leadership as an enduring trend. Companies are looking for leaders who can manage and inspire teams, even in uncertain or fast-changing environments.

Q: What are the most critical skills for executives in your sector in 2025?

Kevin: Adaptability and foresight will be non-negotiable. Executives must navigate a landscape shaped by AI disruption, hybrid work models, and DEI imperatives. Strong interpersonal skills, such as emotional intelligence and the ability to manage diverse teams, will be critical for fostering trust and cohesion in complex environments.

Alan: Emotional intelligence will be key. It’s no longer just about hard skills or technical expertise; it’s about how leaders engage with their teams, adapt to changing environments, and foster inclusivity.

Maurice: For me, leadership and people management skills will always be paramount. No matter the sector, the ability to lead teams effectively and manage relationships will continue to be at the core of any executive role.

Linda: In addition to leadership qualities, there’s an increasing demand for executives who can drive commercial strategy while balancing emotional intelligence and a focus on DEI.

Q: What do you see as the biggest hurdle for executives in your industry next year?

Kevin: One of the biggest hurdles will be sustaining workforce engagement in an era of change fatigue. Leaders must ensure clarity of purpose while fostering connection in hybrid and distributed teams. As AI adoption accelerates, finding the balance between technological efficiency and the human touch will be a constant challenge.

Alan: The biggest challenge will be adapting to the rapid technological changes. Executives must be able to lead teams through digital transformation, while managing the human side of the business, which is not always easy.

Maurice: Talent shortage is a major challenge. Executives are in a strong position, but the demand for top talent often exceeds the supply, making it harder to fill key leadership roles.

Linda: Talent attraction and retention will continue to be a significant challenge. With hybrid work models and changing expectations around flexibility, executives will need to rethink their approach to keeping key talent engaged.

Q: How can companies prepare for these upcoming challenges?

Kevin: Companies should adopt a strategic approach to leadership development, emphasizing skills for managing through transitions. Partnering with experts in leadership consulting can help organisations future-proof their teams by identifying leaders who thrive amidst change and uncertainty. Communicating a compelling employee value proposition will also be key in attracting top talent.

Alan: Companies should prioritise relationship-building, both with their talent pool and internally. Developing a strong employer brand and focusing on employee engagement and career development will be essential to retaining top talent.

Linda: A strategic approach to talent attraction is crucial. Companies should have a clear message that communicates their culture and values, showing why they are an employer of choice in a competitive market.

Maurice: Companies must also become employers of choice. Highlighting strong people practices and a commitment to supporting their employees is key to attracting and retaining leadership talent.

Q: How are hybrid and remote work models impacting your sector’s approach to leadership?

Kevin: Hybrid and remote work have redefined the leadership mandate. Executives must now foster trust and cohesion across dispersed teams while driving innovation in digitally mediated environments. Leadership development must focus on equipping leaders with the tools to manage culture and engagement remotely.

Alan: Hybrid and remote work models are having a significant impact. We’ve seen increased demand for leaders who can manage remote teams effectively and drive digital transformation. Leaders must also be adept at fostering culture and engagement in a hybrid setting.

Linda: I agree. The challenge in a hybrid model is maintaining company culture and employee engagement. We’ve seen companies struggling to keep employees connected, especially when they are not physically in the office.

Maurice: Employers with centralised operations, such as manufacturing or production facilities, still prefer to have employees on-site, but hybrid models have brought flexibility and benefits that many are embracing.

Q: What changes in work models do you anticipate for your industry in 2025?

Kevin: By 2025, we’ll see a greater emphasis on flexibility as a cornerstone of talent strategy. AI will likely play a significant role in optimising team collaboration and enabling personalised career paths, but human leadership will remain pivotal in translating strategy into action.

Alan: I anticipate a balance between remote and in-office work, but with the pendulum swinging towards greater in-office collaboration as we find a new equilibrium. Technology will continue to play a key role in facilitating remote leadership and communication.

Linda: I see a greater emphasis on integrating AI and automation in the search process. AI will help streamline many aspects of executive search, while we also see a growing need for flexible working arrangements.

Maurice: There will be further adoption of hybrid models, but I believe the key to success will be in organisations’ ability to balance flexibility with the need for on-site presence in specific sectors.

Q: What one piece of advice would you give to leaders navigating the challenges in your industry?

Kevin: Invest in continuous learning and stay attuned to global trends. Leadership success in the coming years will hinge on the ability to adapt, inspire, and drive strategic impact while staying grounded in empathy and authenticity.

Alan: Be agile and continue to build relationships in your network. In a competitive market, having a broad, strong network is invaluable for accessing top talent.

Linda: "Walk the walk" — leaders must embody the values they want to see in their organisation. If they prioritise diversity, inclusion, and employee well-being, it should be reflected in their actions.

Maurice: Focus on being an employer of choice. Companies that have the best practices for attracting, selecting, and retaining top talent will continue to succeed.

Kevin, Maurice, Alan, and Linda emphasise that the future of leadership in Ireland relies on resilience, agility, and forward-thinking. Their insights provide a roadmap for professionals seeking to lead change in executive search, leadership consulting, and interim management.

For organisations looking to secure the best talent for leadership roles, Maurice, Alan, and Linda offer invaluable insights and strategies that are key to building successful leadership teams in 2025 and beyond.