By Business & Finance 
Niall Tallon, CEO of Imagine, is driving change in Ireland’s telecoms market with a focus on simplicity, transparency and long-term value. In October, he introduced a five-year fibre broadband price freeze until 2030, alongside flexible, no-commitment plans and clear pricing.
By Héloïse Chaudot
What are the main priorities and goals in your role?
Imagine’s main goal is simple: to deliver fast, reliable broadband at a fair price and earn trust in a market that too often relies on the small print.
A key objective is to transition from a rural alternative broadband operator to a national provider. We will do that by improving our customer experience and operational efficiency through continued investment in systems, processes and people to deliver consistently at scale.
What are your biggest challenges as CEO?
2025 was an extraordinary year. We migrated more than 17,000 users to fibre and 5G, decommissioned over 150 legacy sites, and expanded access to over 2 million fibre-enabled homes. With strong support from our partners and team, we pivoted our business model and invested in systems that will soon deliver benefits. Few organisations undergo this level of change so quickly.
In an ultra-competitive market dominated by established brands, our priority is to position Imagine as a genuine alternative, offering a simpler, fairer, and more transparent broadband service.
How do you keep your team motivated?
Since I became CEO in late 2024, the team has undergone significant changes, and I want to recognise their commitment to embracing them and how they have worked together to take Imagine forward.
They have been motivated by the velocity of change we have been making, many of which they had been waiting for.
Now we have to work harder to bring the team together around our vision and work more collaboratively to build the future together, not just focusing on fixing the past.
What are the challenges facing the industry going forward?
Customer trust.
Many operators rely on complex pricing models designed to encourage switching. Greater transparency is needed. Operators should clearly display promotional, in-contract, and out-of-contract prices, along with planned increases, as is required in the UK.
Our recent complaint to the ASAI (Advertising Standards Authority) in relation to this was upheld, but it was not enforced, and this behaviour erodes trust in the industry.
What new trends are emerging in your industry?
All of our homes are going to be connected through AI and other emerging technologies. Already, there isn’t much we can do without broadband. It is a great enabler, and it continues to democratise opportunities for everyone.
As an employer, are you finding any skill gaps in the market?
No. Ireland remains highly competitive for employers, with a well-educated and increasingly diverse workforce. In our sector, rising costs are a greater challenge than skills shortages.
How did your strategy develop in the context of the economic crisis?
The economic crisis sharpened our focus on scale, efficiency and systems investment, but it also normalised annual price increases. Maybe I’m old-school, but I believe businesses should improve service and reduce costs over time, rather than using difficult conditions as justification for raising prices each year.
How do you define success, and what drives you to succeed?
Success means building a broadband business that customers trust, employees are proud of, and investors believe in. What drives me is providing a service people depend on every day into something that feels fair, reliable and straightforward, proving that you can grow by doing it the right way.
What’s the best advice you’ve been given in business?
Luck = Hard work + Opportunity
What advice would you give to others starting in business?
Be resilient, be curious and don’t be afraid of failure.
What have been your highlights over the past year?
2025 was Imagine’s greatest business challenge, and I’m proud we are near completion of our transitional period. The biggest highlight has been seeing our culture evolve, with people stepping up and supporting change. I’m also delighted with the strong partnerships we’ve created with others and migrating over 55% of customers to fibre and 5G.
What’s next for your company?
We will soon be implementing new systems across the business, the culmination of more than a year’s work and a clear signal to our team that we are delivering on our commitments. This final phase will deliver the greatest customer benefit through a better end-to-end experience, and I’m excited for the team to see the impact of these long-awaited investments.
Beyond that, our focus is on re-establishing Imagine as a genuine alternative in the market, offering a simpler and clearer way of doing things for customers tired of confusing and misleading practices.
Where do you want your business to be this time next year?
In 12 months, we want to go from a solid performer to a really good provider. We will be through the transition of the business and be looking forward to growing further and challenging the “Big Four” in the market.
What is the best book you’ve ever read and why?
Radical Candor by Kim Scott. One of my team members suggested it to me to encourage me to both listen and spend more time giving constructive feedback. They were right!
What is your favourite hobby and why?
I enjoy spending time with friends, walking our dogs, and being part of my son’s hobby, underage football.
What is your mantra for life?
My business partners regularly tell me, “Less fear, go faster.” Usually, I’ll add, “If we break it, we will fix it.”
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