By Business & Finance 
Derry Crowley is a qualified accountant. He established his own practice in 1992 in Clonakilty, which grew rapidly. In 2019, his business, along with 24 other Irish accountancy practices, decided to consolidate firms and join the UK group Xeinadin. Once the merger had happened, Crowley was made CEO of Xeinadin.
By Héloïse Chaudot
What are your main priorities and goals in your role?
We have had a strong year of growth, and over the next five years, our goal is to expand our footprint to include office locations in most cities and towns in Ireland and the UK. That’s a huge challenge but an extremely exciting one. We are well on the way to achieving that goal.
Xeinadin has had a lot of M&A activity this year, and a focus for me is to ensure they get up to speed quickly in our culture and values. Growth for its own sake is not our model. My role is to bring the right firms into Xeinadin that align with our ethos and client service standards.
A focus for me and all of us at Xeinadin is to provide excellent client service. I’m passionate about supporting our SME sector through expert advice and close relationships. We must arm our clients with the best advice, resources and expertise they need to grow. That is fundamental in everything we do.
What are your biggest challenges as CEO?
One of the biggest challenges is balancing expansion with careful integration. Each firm we acquire has its own way of operating. Bringing those teams into our group model, centralising IT, HR and support functions, requires sensitivity. One of the most valuable aspects that each new practice brings is its reputation in its local communities. We never want this to be compromised during the integration process.
What have been your highlights in business over the past year?
This year, we had four outstanding firms join our team, who have a presence across all corners of Ireland. They have brought new skillsets and thinking, which is vital for growth. We have also grown rapidly in the UK, with acquisitions in places such as London and the Midlands.
Another highlight for me has been our continued investment in our people. We are beginning to build out our competency frameworks, learning and development courses and employee benefits, to ensure every member of our hard-working team is duly rewarded and given the right opportunities to advance their careers. We have a great team, and I am very proud of all they have achieved this year.
Where do you want your business/brand to be this time next year?
In 2024, we committed to investing over €40 million in Ireland over 18 months. We expect this to be completed in Q1 of 2026. We want to keep growing our footprint in Ireland. We want a greater presence in the Northwest and the Midlands in particular, so that will be a key focus in 2026.
What new trends are emerging in your industry?
We’re seeing a clear move toward advisory-led services. The traditional view of an accountant is changing, and clients want a partner who has digital capabilities and understands their business beyond the numbers.
Technological advancements are more relevant than ever. Irish firms are increasingly turning to AI and automation for routine accounting tasks. This development means that practices need to invest in cloud-based platforms and digital infrastructure if they don’t want to fall behind. It is our job to help them navigate that.
What are the challenges facing the industry going forward?
The biggest challenge is the pressure facing SMEs. If we don’t address the slowdown in new business creation, we will feel the consequences for years to come. It’s never been more important to support and invest in our indigenous businesses; they are the backbone of our economy.
Another challenge is ensuring our employees adapt to technological advancements. The expectations around the likes of digital tools, advisory services and specialist expertise are rising sharply. Those who don’t evolve will find it increasingly difficult to compete.
As an employer, are you finding any skill gaps in the market?
In our sector, we haven’t seen a slowdown in the roles we are offering or the lack of people to fill them. The level of graduates coming out of Ireland is strong, which bodes well for the future. Yes, technological advancements are impacting roles, but clients value human relationships, so there will always be a demand. I don’t see that changing anytime soon.
How do you keep your team motivated?
We place huge emphasis on our culture and growth opportunities. When new team members join Xeinadin, whether organically or through acquisition, they soon see that supporting our people is our priority.
We consistently look at ways to advance our people’s careers. We do this through learning and development opportunities, to give them the confidence to grow and reach new heights. I’m a big believer that if you invest in people, they will invest in you.
What is the best advice you have been given, or would give, in business?
I would advise entrepreneurs to trust themselves, but also to make sure they have a strong team around them to help turn a plan into reality. This does include strong financial support to help with diligence plans. Planning, budgeting and revising targets are all vital parts of a successful journey. For me, putting your people at the centre of business success is very important. This follows the best advice I have received.
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