If you’re a company owner or shareholder approaching retirement, it’s natural to start thinking about what comes next. Not every business has a clear successor. And a buyer isn’t always available at the right time. In many cases, an asset sale becomes the most realistic option. In these situations, a Members’ Voluntary Liquidation (MVL) can offer a structured way to step back while extracting value in a tax-efficient way. The key is planning early. The reliefs available can be valuable, but only if the conditions are met. How liquidation is taxed When a company is liquidated, distributions to shareholders are generally treated as a capital disposal. That means Capital Gains Tax (CGT) applies. It also means access to reliefs. If you meet the criteria. The two main reliefs to consider are: Retirement Relief Revised Entrepreneur Relief Retirement Relief Key benefits for retiring shareholders Retirement Relief can play a significant role in a liquidation, even where the company has ceased trading. There are a few points to keep in mind: The appointment of the liquidator is usually treated as the disposal date for tax purposes Revenue may allow a concession where assets sold within six months are treated as held at the date of appointment. This is not set out in legislation, so it needs careful handling Distributions made in assets rather than cash may not qualify The relief can apply in holding company structures where conditions are met Revised Entrepreneur Relief When it can still apply Revised Entrepreneur Relief does not automatically apply to liquidations. However, Revenue guidance confirms it may still be available where: the business was trading up to the appointment of the liquidator, and the liquidation is completed within two years Unlike Retirement Relief, this relief generally does not apply to holding company structures. Why planning ahead matters Every company is different. And so is every shareholder. A well-timed liquidation can deliver significant tax savings. But getting it wrong can mean missing out on reliefs entirely. A pre-liquidation review helps you stay in control. It ensures: the relevant reliefs are available conditions are met before any steps are taken the structure is set up correctly distributions are handled in the most efficient way the process runs smoothly from start to finish How we can support you At UHY Farrelly Dawe White Limited, we work with company owners and shareholders to plan and manage the full liquidation process. We support you by: assessing the tax implications reviewing eligibility for CGT reliefs planning the most efficient structure and timing assisting with the appointment of a liquidator Take the next step If you’re considering retirement, restructuring, or winding down your business, early planning makes a real difference. Talk to us about your options. We’ll help you understand what’s available and put a plan in place that works for you.

Business leaders, enterprise agencies, and international partners gathered at Oriel Park on Friday, 10 April for ‘Goals Beyond the Pitch: The Ohio-Ireland Business Connection’, a highly successful event focused on strengthening economic links between the North East of Ireland and the United States.  The event was a joint initiative with Team NEO, Jobs Ohio, Dundalk FC and sponsored by UHY Farrelly Dawe White (UHY FDW). The occasion brought together a diverse audience of local businesses, chambers of commerce, and key stakeholders to explore opportunities for trade, investment, and collaboration between Ireland and the State of Ohio.  A highlight of the afternoon was the keynote address from Mark Owens, Vice President of Marketing at Team NEO. Mark was appointed by the Government of Ireland’s Department of Foreign Affairs as the first-ever Honorary Consul of Ireland for the State of Ohio in 2023, a role that supports the development of economic, business, and cultural relationships between Ireland and the region, while also providing consular assistance to Irish citizens. Mark provided a compelling overview of Ohio’s economic landscape and the opportunities available for Irish companies seeking to expand into the US Midwest, highlighting the transatlantic opportunities available for both Ireland and the US The event was proudly sponsored by UHY Farrelly Dawe White, with Managing Director Alan Farrelly highlighting the firm’s commitment to supporting international growth and cross-border business development, underpinned by its wider presence within UHY International, which provides clients with direct access to expertise and connections across the United States and global markets.  ‘Goals Beyond the Pitch’, featured a strong and diverse line-up of speakers from across Ireland and the United States, reflecting the breadth of expertise and collaboration underpinning the initiative.  A special welcome message was delivered by Ambassador of Ireland to the United States Geraldine Byrne Nason, who highlighted the importance of strengthening transatlantic relationships and encouraged continued collaboration between Irish and US businesses.  Local context was provided by Dundalk FC, with contributions from CEO Joe McGuinness, alongside a special live address from Los Angeles by Chris Clinton, Executive Director & Owner of Dundalk Football Club. Both speakers highlighted the unique role of sport in fostering community, partnership, and economic engagement, reinforcing the event’s central theme of “Goals Beyond the Pitch” and demonstrating how sporting institutions can act as powerful catalysts for business connection and regional development.  The forum also featured a wonderful video call from Cleveland, with the Mayor of the City of Cleveland, Justin Bibb, addressing attendees and underlining the importance of transatlantic collaboration at both governmental and business levels.  From the US perspective, Mark MacCauley from JobsOhio highlighted Ohio’s position as a dynamic and business-friendly state, with strong infrastructure and access to key US markets.    Contributions from regional and enterprise leaders included insights from David Kieran, Managing Director of ZOMA and Hanna McDonnell, President of Dundalk Chamber, both of whom highlighted the strength and ambition of the North East business community, whilst sharing their own connections to Ohio and the sporting community.  We also welcomed agency representatives, Nikki Campbell from Local Enterprise Office Louth and Amy Clinton from Enterprise Ireland, who outlined the wide range of supports available to companies seeking to scale internationally, particularly into the US market.  A short panel discussion featuring Margaret Hearty from InterTradeIreland and Hilary Moran from The Fintech Corridor explored opportunities for innovation-led collaboration along the M1 corridor and further afield.  Further insights were shared by Ed Johnston from Clark Hill Law, offering practical perspectives on establishing and growing a business presence in the region.  Breda Dick and Fergus Donnelly from The Cleveland Project shared their story as a basketball-focused charity initiative operating along the M1 corridor in Ireland, using sport as a vehicle to support community development, youth engagement, and cross-community connection.  Attendees described the event as “a fantastic afternoon of insight, connection, and meaningful conversation,” with many highlighting the quality of networking and genuine collaboration opportunities as a key outcome. The interactive format encouraged open discussion, allowing participants to share experiences, explore partnerships, and identify practical routes to entering the US market.  The event also emphasised the unique role of the North East region, and the broader M1 Corridor, as a dynamic location for business growth, innovation, and international engagement.  A recurring theme throughout the day was the importance of building strong relationships and leveraging networks to support business expansion. As one contributor noted, “collaboration is key,” a sentiment that resonated strongly with attendees.  Organisers expressed their appreciation to all speakers, partners, and participants for contributing to the success of the event, and to Mo Chara for providing the catering for the event, adding to the welcoming and informal atmosphere throughout the afternoon. Organisers confirmed that there is strong interest in developing this initiative further in the future, with plans to build on the connections made and explore additional opportunities to strengthen and expand the business, sport and international relationships in the months ahead.  For further information, please contact:  Alan Farrelly Managing Director UHY Farrelly Dawe White Limited  alanfarrelly@uhyfdw.ie  +353 42 933 9955

Irish businesses have always shown resilience. From family-run enterprises to scaling companies, SMEs continue to drive innovation, employment and growth across the country. But the environment they operate in is changing quickly. In 2026, business owners are navigating a more complex landscape than ever before. Economic pressures, regulatory changes and evolving expectations mean that strategic decision making has become more important than ever. Here are some of the key challenges Irish businesses are facing today. Economic uncertainty and rising costs Many business continue to operate in an environment of economic uncertainty. Inflationary pressures, higher operating costs, and shifting consumer demand are all influencing how companies plan for the future. For SMEs in particular, managing cash flow, protecting margins and planning for sustainable growth has become increasingly important. This is where strong financial planning and access to the right advice can make a meaningful difference. Clear financial insights helps business owners move forward with confidence rather than reacting to short term pressures.   Navigating tax and regulatory changes Ireland’s regulatory and tax landscape continues to evolve. Changes in tax legislation, compliance requirements and reporting obligations means businesses must remain proactive to avoid unnecessary risk. For many companies, keeping pace with these developments while managing day-to-day operations can be challenging. Having the right advisory support in place ensures businesses understand their obligations, identify opportunities and make informed decisions.   Digital transformation and efficiency Technology continues to reshape how businesses operate, from cloud accounting systems to automation and data analytics , companies are investing in digital tools to improve efficiency, gain insights and support for better decision making. For many SMEs, the challenge is not whether to adopt new technology, but how to implement it effectively while ensuring processes remain robust and compliant.   Growing expectations around ESG Environmental, Social and Governance (ESG) considerations are becoming increasingly  important for Irish businesses. Customers, investors and regulators are placing greater emphasis on transparency, sustainability, and responsible business practices. While ESG requirements continue to evolve, many companies are beginning to consider how they measure and report on these areas. For SMEs, understanding where to start and how to approach ESG strategically can be a challenge.   Turning challenges into opportunities While the business environment may feel more complex, it also presents opportunities. Businesses that take a proactive approach to financial planning, governance and strategic decision making are better positioned to adapt and grow.   At UHY FDW, we work closely with Irish businesses to help them navigate change, understand their options, and make confident decisions for the future.   Whether supporting growth plans, advising on tax and compliance, or providing strategic insight, our focus is always the same - Helping businesses move forward with clarity, and Achieve a Better Future Together   Talk to our team today to explore how we can support your business.

For many businesses compliance is often viewed as something to manage, minimise or simply get through. A deadline to meet, a form to file, a box to tick. But for businesses that take a more considered approach, compliance can be a source of clarity, control and confidence.   Compliance is rarely the problem When compliance creates stress or uncertainty, it is rarely because the rules are unclear. More often, it is because compliance is treated as a collection of disconnected requirements rather than an integrated part of how the business is governed. Payroll, tax, and company secretarial obligations are frequently managed in isolation. While each requirement may be met, the lack of coordination can obscure the bigger picture. Over time, this fragmentation increases risk, creates inefficiencies, and makes it harder for directors to know where they truly stand.   Confidence comes from structure, not shortcuts  Businesses that feel confident in their compliance position tend to share common traits. They understand their obligations. They review them regularly, and they have clear processes in place to manage change.  This does not mean adding complexity, in fact, confidence usually comes from simplicity. Clear records, defined responsibilities, regular reviews rather than last minute fixes.  When compliance is embedded into how a business operates, it becomes predictable and manageable.    Governance enables better decision making Good governance is often misunderstood as bureaucracy. In practice, it provides directors and business owners with a clearer view of where they stand. Where records are accurate and obligations are understood, decisions can be made with greater certainty. Growth plans, restructures, new hires or investment opportunities are easier to assess when the foundations are sound.  Compliance in this context, supports momentum rather than slowing it down.   The cost of reactive compliance  A reactive approach to compliance tends to surface at the most inconvenient moments. During an audit, ahead of a transaction, or when a question is asked that requires an immediate answer.  At that point, time is lost reconstructing records, reviewing past decisions or addressing gaps that could have been resolved earlier. The cost is not just financial. It is felt in lost time, diverted attention, and uncertainty.   A shift in mindset Moving from compliance to confidence requires a shift in mindset. It means viewing compliance as a part of good business practice rather than a necessary burden. This shift allows businesses to move away from firefighting and towards planning; from uncertainty to control; and from short-term fixes to long-term resilience   Our Approach At UHY Cosec, we work alongside businesses to simplify the complexities of corporate governance and statutory compliance. As part of the wider UHY Farrelly Dawe White group, our clients benefit from deep technical expertise, practical guidance, and a service that is both proactive and dependable. By ensuring compliance obligations are met accurately and on time, we help reduce risk, support good governance, and allow business owners and directors to focus on what matters most, growing and running their organisations with confidence. Our team of experienced compliance professionals can help you to stay up to date with all your compliance needs. Speak to our team today to find out how a structured to approach to compliance can support your business.

Director of Corporate Finance Advisory, Derek Dervan, has been featured in the Business Post, discussing succession planning and the growing role of management buyouts in the Irish SME market. As M&A activity continues to gather momentum, Derek highlights that while trade sales and private equity-backed deals attract much of the attention, management buyouts remain an underused succession route for many owner-managed businesses In the article, Derek Notes: “Selling the business to the buyer that’s already in the building is very easy and it can be a seamless process. For an owner-manager who’s built a business for 25 years, the decision to sell or exit is a big one. Selling to the people you know, who have been loyal to you over the years, is a much easier decision, because you protect a lot of what you’ve built over the years.” The article also explores the importance of early planning, realistic valuation expectations and developing the next layer of leadership well in advance of any exit. If you are considering your succession options, whether in five years or ten, it is never too early to begin the conversation. You can read the full article on the Business Post Website here: To learn more about our Corporate Finance Advisory services, visit our website, www.uhyfdw.ie , or contact our team directly to find out how we can help you.

Due diligence matters , ensuring you make informed decisions. When you are considering a transaction, certainty matters.  Due diligence gives you clarity at a moment when the stakes are high and decisions need to be made with confidence. It helps you understand what is really happening in the business. Not just what the financial statements say, but what sits behind the numbers, how sustainable performance is, and where risks or opportunities may affect value. Whether you are buying, selling or investing, that insight allows you to move forward with confidence rather than assumption. Looking beyond past performance Financial due diligence does not stop at historic results. It focuses on how the business operates today and how it is likely to perform in the future. This includes understanding the drivers of the business, how earnings are generated, whether margins are sustainable, and how costs behave as the business grows or changes. It also considers working capital requirements, cash flow generation, debt positions and accounting policies, alongside the assumptions used in forecasts and projections. The aim is simple. To separate repeatable, underlying performance from one-off or exceptional items that are unlikely to continue. What financial due diligence covers At its core, financial due diligence examines the quality of earnings and the key drivers behind them. It assesses how revenue is recognised, how reliable management information is, and whether the business has the financial controls in place to support its future plans. This gives you a clearer view of how the business really performs and what that means for value. Common red flags and why they matter Certain issues regularly emerge during due diligence. These may include reliance on a small number of customers, revenue recognised ahead of delivery, inconsistent management information, weak working capital management, or forecasts that predict ‘hockey stick’ growth and do not align with historic norms. Identifying these issues early does not mean a deal will fall over . What matters is understanding them. Due diligence allows risks to be quantified, addressed and mitigate. Due diligence findings influence pricing, deal structure, and can be key inputs in the  in transaction documents  to ensure a buyer is protected. Information is leverage and it strengthens a buyer’s negotiating position by presenting objective, evidence-based finding. Buyer and vendor due diligence. Different needs, same goal Buyer due diligence focuses on risk and value. It supports buyers in validating the purchase price, understanding potential downsides, and identifying areas that may require protection post completion. Vendor due diligence takes a different perspective. It helps sellers prepare for a transaction by identifying potential issues in advance, addressing them where possible, and presenting the business clearly and consistently to prospective buyers. This often leads to smoother processes, fewer surprises and stronger outcomes. Why this matters now In an increasingly complex business environment , informed decisions are essential. Due diligence replaces assumptions with insight, strengthens negotiations, and helps all parties move forward with confidence. At UHY FDW, we support clients at critical decision points through clear, commercially focused due diligence. Whether you are preparing a business for sale, assessing an acquisition or considering an investment, our Corporate Advisory team helps you understand real performance, identify key risks and focus on what truly drives value. We work closely with you to translate complex financial information into practical insight, giving you clarity, confidence and control as you move forward. Get in touch with our Corporate Advisory team to discuss how financial due diligence can support your next transaction.

After a long period of reduced activity, the CRO has resumed involuntary strike off action in earnest for companies with overdue statutory filings. If your company is not up to date, you may receive a statutory strike off notice at any time and the clock starts immediately. If you are late with filings, contact us now as a matter of urgency. How the CRO strike off process works The CRO may issue non statutory reminder emails or letters to non-compliant companies. The formal process begins with a statutory strike off notice. Only one statutory notice is required. It issues to the company’s registered office as per CRO records and sets out the grounds for strike off and the remedial steps required. Twenty-eight days after the statutory notice issues, a notice of impending strike off is inserted in the CRO Gazette unless, before that date, all outstanding returns have been filed. Twenty-eight days after the Gazette notice appears, the company will be struck off the register unless the outstanding position has been remedied. After strike off, a notice dissolving the company is published in the CRO Gazette. Key Risks for Companies and Directors Company Dissolution Once struck off and dissolved, the company ceases to exist as a legal entity.  Any assets automatically are vested in the State. Director Liability Directors remain personally liable for company debts and obligations, even after dissolution. Disqualification Risk that a director of a company struck off involuntarily may be disqualified from acting as a director Prosecution Risk The Corporate Enforcement Authority has powers to investigate and prosecute directors where strike-off occurs in circumstances of non-compliance. Options if your company is late Bring the company up to date File the outstanding Annual Returns and financial statements with the CRO, together with late filing fees. Seek extra time Apply to the District Court for an extension of time to file outstanding returns (if appropriate). Our Advice With involuntary strike-offs now firmly back in motion, directors need to act now. Review your company’s CRO status immediately. If any filings are outstanding, you must move quickly to protect both the business and your personal position as a director. Strike-off is not a distant risk. It is happening. At UHY Farrelly Dawe White, we work with directors every day to regularise filings, engage with the CRO and prevent unnecessary escalation. The sooner you act, the more options you have. If you have received a notice or are unsure of your current status, contact our Corporate Compliance team today. We’ll assess your position and guide you through the next steps with clarity and confidence.   For a full list of services, have a look at our UHY Compliance site for more details

It's fun and profitable, but harming the planet. Has fast fashion had its day? Global fashion is a capricious, complicated trillion-dollar machine, whose success hinges on both our desire to be different and our compulsion to conform. This paradox feeds the industry’s ingenuity and capacity for endless reinvention – a rich seam of creativity channelling identity, talent, artisanship and business flair. From haute couture to streetwear, fashion’s magic lies in reflecting and reimagining our cultural touchpoints to fuel ever hungry consumers. Fashion’s economic power is immense. With a value of USD 1.3 trillion it employs over 300 million people along the value chain worldwide – agricultural workers, textile producers, garment workers, supply chain personnel, retailers, designers, tailors, models and marketers are all part of the engine. But alongside its reputation as an economic and cultural dynamo sits fashion’s extractive and exploitative side. It’s estimated the industry is responsible for between 2-10% of humanity’s carbon emissions, nearly 10% of microplastics in the ocean come from textiles and it takes around 2,000 gallons of water to make a pair of jeans1. And that’s before we get to the human cost. This article delves into the world of fast fashion, and how it is affecting the world. Read the full article in the most recent UHY Global publication

The world’s biggest sporting event is about to get even bigger. The 2026 FIFA Men’s World Cup will be the largest in history, hosted across the United States, Canada and Mexico, with 48 teams and over 100 matches played before the final whistle blows in New Jersey in July. It will be a global spectacle, but it will also be a powerful economic force. From international investment flows, to the future of local clubs, football finance is firmly in the spotlight. While the headlines focus on global giants, the real story often starts much closer to home. In the most recent UHY Global issue, Alan Farrelly, Managing Director of UHY Farrelly Dawe White, contributes to the UHY article exploring football finance, focusing on examining the global game’s economic landscape and the opportunities and risks it presents for investors. Big tournaments. Local passion. The League of Ireland may feel far removed from the Champions League or World Cup finals, but the passion is just as real. “Soccer is the predominant sport in our town, Dundalk,” says Alan Farrelly , Managing Director of UHY Farrelly Dawe White . "Matches are played on a Friday night and in a town of 40,000 people attract attendances of 3,500, not far off 10% of the population. The social media around Dundalk FC is huge with more than 80,000 followers online. The club normally employs 36 people between management, players and technical staff.” Compared to Barcelona or Manchester City, Dundalk is a small club in a minor European soccer league. Nevertheless, it has recently been acquired by new investors, a consortium of Irish businessmen based in the US. “The interest from overseas in investing in Irish clubs has been immense with more than half of the league teams having international affiliations,” says Alan. “Since the new investors have stepped into our club there has been huge interest in investing in the club from abroad with people seeking not only minority positions but even looking to take an immediate majority position.” Read the full article focusing on football finance from UHY, with contributions from Alan Farrelly, UHY Farrelly Dawe White Limited, Ireland and Mohamed Arafa, UHY Waled Mounir & Mohamed Arafa, Egypt, available in the most recent issue of UHY Global. As the world looks ahead to the 2026 World Cup, football finance is evolving at every level of the game. Increased investment, heightened scrutiny and changing governance expectations mean clubs must be prepared to operate with greater financial discipline than ever before. At UHY Farrelly Dawe White, we support football organisations with the financial, regulatory and governance foundations needed to grow sustainably and compliantly. To discuss how we can support your club or football organisation, contact UHY Farrelly Dawe White today.

Selling a business is one of the most significant decisions an owner will make. It is not just a transaction. It is the culmination of years of effort, investment and commitment. Yet many businesses fall short of expectations not because the business lacks value, but because preparation starts too late. Taking time to prepare properly can protect value, reduce risk and lead to a smoother, more successful outcome. Selling a business is a process, not an event One of the most common misconceptions is that selling a business begins when it is formally put on the market. In reality, the most successful exits are planned well in advance. Buyers do not just assess what a business has achieved in the past. They focus on how it operates today and how it is likely to perform in the future. Early preparation allows owners to step back and view their business through a buyer’s lens, identifying areas that may raise questions and addressing them early. Even where a sale is not imminent, planning ahead creates flexibility and choice when opportunities arise. Realising value. Understanding your options An exit does not always mean a third-party sale. For many SME owners, there are several ways to realise value, each with different commercial, tax and personal considerations. Some businesses transition to the next generation , allowing family involvement to continue while potentially benefiting from certain tax efficiencies. Others pursue a management buyout , where an experienced internal team takes ownership. In these scenarios, buyers already understand the business, although deal terms are often more buyer-friendly and the vendor may remain involved in the funding structure. A third-party sale , whether through an unsolicited approach or a formal sale process, can also be an effective route. A structured and competitive process often helps maximise value by creating tension between buyers. In some cases, where trading has ceased but assets remain, winding down  through a solvent liquidation may be appropriate. From a tax perspective, distributions in a solvent liquidation are treated in a similar way to a sale of shares. The right option depends on the business, the owner’s objectives and the timing.   Timing. When is the right moment? There is no perfect or universal time to sell a business. Some owners plan to become “sale ready”, giving themselves time to prepare the business properly. As a rule of thumb, this can take at least two years. Others may be approached unexpectedly by a competitor, supplier or broker, requiring quicker decision-making. Being prepared means you are in control, regardless of how or when an opportunity arises. Is your business ready to be sold? Buyers look for businesses that can operate successfully beyond their current owner. That means strong systems, clear processes and reliable information. Key areas typically include: Clear and consistent financial reporting Sustainable earnings and margins Reduced reliance on the owner in day-to-day operations Robust governance and internal controls Sale readiness is not about perfection. It is about clarity, transparency and confidence. Valuation and what really drives value While valuation will always consider  earnings, buyers also look closely at what supports those numbers. Factors that consistently attract interest include recurring revenue streams, consistent performance, contracted customers, particularly annual or multi-year agreements, government or blue-chip clients, and a strong, capable management team. Understanding these value drivers early allows owners to focus their efforts where it matters most. Preparing for an exit is about more than maximising a number. It is about protecting what you have built and putting yourself in the strongest possible position to choose the right outcome, at the right time.   The numbers buyers really care about Financial performance plays a central role in any sale process. However, buyers are rarely interested in headline profit alone. They want to understand the quality and sustainability of earnings.   This includes examining : ·      How revenue is generated and whether its diversified ·      The consistency of margins over time ·      Cash flow generation and working capital requirements ·      The extent of one-off or exceptional items ·      The realism of forecasts and growth assumptions Buyers are ultimately paying the price for future performance. Clear, well supported financial information gives them confidence and strengthens the seller’s negotiating position.   Common issues that delay or derail sales Many transactions encounter challenges that could have been addressed earlier with the right preparation. Common issues include incomplete financial information, owner dependency, customer concentration, or historic one off items inflating profits. These issues do not necessarily prevent a sale. However, if they are discovered late in the process, they can lead to delays, price reductions, or increased scrutiny from buyers. Identifying potential concerns early allows sellers to address them proactively or reflect them appropriately in the transaction structure.   The role of vendor due diligence Vendor due diligence is a valuable tool for business owners preparing for a sale. It involves reviewing the business from a buyer’s perspective before going to market. This process helps to: ·      Identify potential risks or issues early ·      Improve the quality and consistency of information presented to buyers ·      Reduce uncertainty during negotiations ·      Support a smoother, more efficient transaction process By understanding how a buyer may view the business, sellers are better positioned to manage the process and protect value   Getting the right advice early Selling a business involves more than financial performance alone, Tax, Structure, timing and commercial considerations all play a role in achieving the best outcome. Engaging experienced advisors early in the process helps ensure these elements are considered together. The right advice can help business owners understand their options, plan effectively, and navigate the complexities of a transaction with confidence.   Supporting your next step At UHY FDW, we work with business owners at critical moments in their journey. Not just when a sale is underway, but well before decisions are made. Our corporate advisory team supports owners in assessing sale readiness, understanding their options and preparing their business to stand up to buyer scrutiny. We take a joined-up approach, considering financial performance, value drivers, structure, tax and timing together, so nothing is looked at in isolation. By combining technical expertise with a clear commercial understanding of how buyers think, we help business owners take control of the process, protect value and move forward with confidence. If you are starting to think about selling your business, or want to understand what being “sale ready” really looks like, our team is here to help. Speak to our corporate advisory team to discuss how we can support you in preparing for a successful exit.

It has been a long-held view that businesses adapt well to uncertainty, and the professional services industry has often been ahead of the game in this. That effect was supercharged by the pandemic and was again in evidence in 2025, when geopolitical tensions, trade disputes and a slow-moving global economy provided a difficult background to cross-border commerce.   What does 2026 hold in terms of the accounting industry outlook? For some economies, undoubtedly it will be more of the same, although we will all be hoping for an upturn in economic activity around the world, and an easing of the tensions that characterised the last 12 months. But whatever the details, resilience will continue to provide competitive advantage – and AI and digital transformation will continue to play a vital role in the ability of businesses to adapt and thrive.   In 2026, resilience will mean leveraging data-driven decision-making and scenario planning to stay ahead of volatility, alongside building an agile culture that is adaptable and forward thinking. With that as a starting point, here are my insights for the year ahead in professional services. Embracing volatility is about understanding change: change in the business environment and change in the way in which we leverage the skills of our teams and new technologies.   Transformation and innovation Digital transformation will no longer be optional. While that has been true for several years, the rapid evolution and adoption of AI in professional services make embracing advanced digital technology more important than ever. Alongside AI, automation and cloud-based platforms have become the backbone of accountancy and advisory services.   In terms of professional services trends for 2026 we can expect the deeper integration of AI for audit analytics, risk assessment and predictive insights. Firms that have yet to start their AI journey should consider doing so sooner rather than later, though of course adoption should be considered and gradual rather than at breakneck speed. Like other digital innovations, AI is a useful tool to complement actions and processes rather than a quick fix or magic bullet.   The success with which businesses embrace technology and digital solutions, and use them to their fullest, will define industry leaders in the second half of the decade.   Agile leadership It is up to leaders to embrace agility and champion it in their firms to maximise their business resilience in 2026. Agility is the ability to be adaptable to change and ready to pivot quickly when market conditions shift, ensuring your organisation stays ahead of disruption. It is about responding to client needs in real time and turning challenges into opportunities for growth. Agility is the mother of resilience.   Every firm needs to develop an agile culture, but that starts from the top. Show your own adaptability by being open to new ideas and ways of working. Demonstrate fearlessness around the adoption and implementation of new technology. Make horizon scanning for risks and opportunities part of your role.   Adapting to a changing world is not always straightforward. In 2026, leaders need to champion change through transparency, curiosity and honesty.   Meeting client expectations Just as technology and working cultures evolve, so do client expectations. Clients increasingly demand real-time insights and personalised advisory services.   Some of this is about technology. Firms investing in advanced dashboards and collaborative digital platforms will lead the way.   It is also about the approach. Clients increasingly want partners as well as providers. They want business advisors who will proactively suggest new or better ways of doing things, based on the client’s unique circumstances. They expect to be forewarned of emerging threats and advised of new opportunities, so they can take timely action. Firms that help clients stay ahead of their curve will become indispensable.   A more complex world Being adaptable and resilient allows firms to thrive in an ever-more complex world. As well as trade tensions and economic challenges, professional services firms should prepare for stricter global ESG standards in 2026 . This will require them to provide guidance on compliance and impact measurement. Many will put robust ESG assurance services at the heart of their offer. Firms may continue to struggle to find the talent they need in 2026, especially as the focus of recruitment efforts shifts to tech-savvy professionals who can combine financial expertise with data analytics and AI literacy – a rare breed. Soft skills are also essential, and leaders need strong communication and change management capabilities to guide teams through transformation. Firms should develop people-first recruitment and retention strategies, as well as maximising the talent they already have through training and continual development.    And, while the adoption of new technology is essential, the risks of technology grow with our dependence on it. With the increase in AI adoption, this year is likely to see an even more intense focus on cybersecurity and data integrity. Evidence of rock-solid cyber defences is becoming a non-negotiable factor in client due diligence checks. Cybersecurity can be a point of difference.   These will certainly be UHY International’s priorities this year, as we continue to focus on innovation, client-centricity and global connectivity. Our goal, as always, is helping clients enjoy greater success in 2026 and beyond.

UHY Global Issue 21 brings together the ideas, insights and perspectives shaping international business right now. From the economics of football finance to the growing role of forensic accounting in tackling fraud and financial misconduct, this edition explores the forces influencing decision-makers across sectors and borders. It also looks closely at shifting FDI and nearshoring trends in Mexico and Central America, and what these movements mean for businesses planning their next stage of growth. UHY Global Issue 21 also reflects the people and moments that matter across our network. The edition includes a mention of our 5K walk held in memory of Richard Berney, recognising the sense of community, connection and shared values that underpin life at UHY. It also features a contribution from Alan Farrelly, Managing Director at UHY Farrelly Dawe White, who draws on local insight from Dundalk to explore growing international investment in Irish football, using Dundalk FC as a real-world example of how global interest is reshaping even smaller leagues. The issue also turns its focus to people and mobility. It examines the challenges of managing global workforces, navigating cross-border tax and compliance requirements, and developing future leaders in an increasingly connected world. Throughout, the emphasis is on collaboration, practical insight and shared expertise across the UHY network, all with one goal in mind: helping businesses move forward with confidence, wherever they operate.