By Business & Finance 
Richard Guiney is CEO of Dublin Town, a collective voice of businesses in Dublin city centre that promotes local commerce, enhances public spaces, and advocates for a vibrant, safe urban environment.
What are your main priorities and goals in your role?
Dublin Town exists to promote Dublin city centre and improve trade within it. Its ultimate objective is to increase footfall and spend within the city.
The post-pandemic period has seen rapid acceleration of on-line shopping and working from home. These trends have led to reduced footfall and trade in cities across the world. Consequently, there has been closure of household names in retail, and a consequent increases in vacancy in both retail and office properties.
Dublin Town’s main priority right now is to regain the city’s market share. This will require a reimagining of the city core, finding new uses and promoting new reasons to visit. It will also require informed planning decisions which reflect emerging commercial realities. Staying ahead of trends and using data collected here and abroad to inform decision making is key to our work.
What are your biggest challenges as CEO?
As a membership organisation, there is always a need to maintain the confidence and support of members. At a time of rapid change, there is also a need to lead and direct, which, while necessary, is not always easy. As a lobby group, the levers of change are not always under our control. We must forge and maintain partnerships with key agencies and arms of the State.
To achieve the policy changes we consider necessary, Dublin Town must respectfully, and with evidence, make clear recommendations as to how Dublin city centre can regain engagement and meet public expectations now, and into the future.
What have been your highlights in business over the past year?
Participation in the Taoiseach’s taskforce report for Dublin and seeing the report published on October 21. The taskforce worked very well as a collective, with great professionalism and insight. It was expertly chaired by David McRedmond.
The report covers the main challenges and opportunities facing Dublin city, and provides practical and integrated solutions, which I believe will secure Dublin’s position as a key European city.
Where do you want your business/brand to be this time next year?
Since the Pandemic, Dublin has seen strong collaboration between the city’s key stakeholders. We have challenges to address, from perceptions of safety to the relevance of the city offer to 21st century consumers. The city must be presented as a safe and welcoming destination. By this time next year, we want to be part of a network of public and private bodies which are implementing the vision outlined in the Taoiseach’s taskforce report and resetting Dublin’s course for the future.
Dublin Town believes the public will quickly row in behind us when they see concerns addressed and ambitions realised.
What new trends are emerging in your industry?
Town centre and place management is an under-developed discipline in Ireland. But it needs to be rapidly embraced if Ireland is to compete for investment on the international market. Eighty per cent of funds invested in Dublin are sourced abroad. We have a story to tell and must tell it in language investors understand.
In March 2025, I will join an invited group of senior leaders from the place management industry in Cape Town to consider emerging international trends, including property use, property conversions, vacancy trends, carbon reduction policies, and emerging consumer preferences.
These weeklong meetings are always prescient and provide an opportunity to assess best practice internationally and Dublin’s position in the global marketplace.
What are the challenges facing the industry going forward?
Remaining relevant to both members and the public. Reduced commercial activity within town centres is leading to reduced income, while demands and expectations are increasing. Finding additional sources of income is a universal challenge.
As an employer are you finding any skill gaps in the market?
There are skill shortages across all sectors and disciplines, resulting in increased staff costs and skills gaps. It is a downside of having an economy at full employment.
Dublin Town has encouraged Government to invest in vocational education for some time. We need to fill skills gaps and develop trades required to sustain the economy in the long term.
How do you keep your team/staff motivated?
We are fortunate to have a dedicated and motivated team. Seeing how we can make a difference to the city we love is a strong motivation. I believe the key to motivation is treating people with respect, to trust their judgement and support their decision making. If issues arise, staff need to know that you will have their back.
What is the best advice you have been given, or would give, in business?
The best advice for life was provided by William Shakespeare: “To thine own self be true.”
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