By Business & Finance 
Pictured: Caoimhe Clarkin, founding Partner, DLA Piper Ireland.
Caoimhe Clarkin is a founding Partner of DLA Piper Ireland and Head of their growing Litigation and Regulatory practice. She was recently appointed as a member of the global law firm’s International Board, one of three new members appointed globally.
What are your main priorities and goals in your role?
I see myself as having two sets of priorities and goals now that I also sit on DLA Piper’s International Board. And I take both very seriously. Firstly, as head of our Litigation & Regulatory practice in Ireland, nurturing and supporting people is a priority for me. I want to create an environment where our people thrive—give them opportunities to develop professionally, to collaborate with international colleagues, work on exciting and important projects for clients, while feeling empowered in their careers. Secondly, as a board member I represent my fellow international partners, so it is a priority for me to spend time with partners in different jurisdictions and ensure that their voices are reflected at board level, while also supporting the Firm’s Executive in the roll out of our new global strategy.
What are your biggest challenges as a business leader?
Diversity of thought is critical in the workplace – and life more generally. Our clients expect us to challenge their perspectives and provide insights beyond the realms of traditional law. We have some of the best lawyers in the world because we have strong local cultures and a real sense of belonging. Our work can be challenging, but also incredibly fulfilling, so fostering an inclusive environment and culture where people can be themselves, contribute ideas, and feel a sense of belonging is essential for our people to thrive. Ensuring that there are no barriers for success at the firm is a priority for us.
What have been your highlights in business over the past year?
Being elected to the international board was a significant professional milestone. It’s an honour to represent my colleagues and to support the delivery of the firm’s global direction by engaging with the Executive and by working closely with partners across jurisdictions to ensure we collaborate effectively. Closer to home, the continued growth of the firm in Ireland has been a highlight. Our practice is thriving, and we’re about to announce the addition of a new FS Regulatory partner to the team, which I’m really excited about. Seeing colleagues progress—whether through promotions or new leadership roles—has been incredibly rewarding. It’s not just about business growth; it’s about seeing people I respect and admire succeed.
Where do you want your business/brand to be this time next year?
I want DLA Piper to be the firm of choice for talent and clients. We are recognised as a place of opportunity where our people can build exciting, long-term careers. We have an amazing culture, and we are committed to our people, to delivering on our employer promise in all we do, empowering our people to excel and unlocking the firm’s full potential. For our clients, it’s about being the firm that understands their industries deeply, anticipates challenges, and delivers innovative solutions that keep them on the front foot. It’s about having people that think across borders and beyond the traditional boundaries of law. A business and legal partner.
What new trends are emerging in your industry?
AI is one of the most transformative trends in legal services, and at DLA Piper, we’re leading in how we integrate it. For example, DLA Piper’s Law& integrates legal services with innovative solutions, including AI, to deliver enhanced services and value to clients. It’s helping us to streamline processes, focus on higher-value work, and co-create more effective solutions for clients. AI isn’t replacing human insight—it’s enhancing it.
What are the challenges facing the industry going forward?
Talent retention. The legal market is competitive, and firms that don’t invest in their people at every possible level will struggle. We want to ensure our lawyers and our business advisors feel challenged, supported, and part of something meaningful and exciting. I also understand that people need different things at different points in their professional life, and as an employer the onus is on us to ensure that our people feel supported, and in turn support each other. That builds trust, respect and camaraderie and this brings people together and hopefully encourage them to stay together.
Are there any major changes you would like to see in your sector?
Clients no longer just want legal advice—they expect their advisers to understand their industries inside out. For example, sustainability is a key focus, but ESG is no longer a standalone legal issue; it’s a context in which businesses now operate. Lawyers need to be equipped to provide commercially sound advice through that lens, helping our clients navigate complex reporting frameworks but also exploring the opportunities that ESG presents.
As an employer, are you finding any skill gaps in the market?
It’s not a lack of technical expertise—there are plenty of brilliant lawyers are out there. But clients expect their legal advisors to go beyond the law—to understand their business landscape, anticipate risks, and provide proactive solutions. The ability to pivot, be flexible, and integrate legal expertise with a deep understanding of the client sets the best lawyers apart.
How do you keep your team/staff motivated?
We’re a close-knit, open team, and that makes all the difference. We trust each other, communicate openly, and create an environment where people feel valued and have opportunities to do meaningful work. And we try not to take ourselves too seriously—we work hard, celebrate successes and enjoy what we do.
What is the best advice you have been given, or would give, in business?
Advice I recently received on being a strong board member applies well beyond the boardroom: listen intently, challenge robustly, debate constructively, and judge independently. And a very wise man once told me… “don’t be afraid to be the squeaky wheel”.
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