-
Business consulting services
Our business consulting services can help you improve your operational performance and productivity, adding value throughout your growth life cycle.
-
Business process solutions
We can help you identify, understand and manage potential risks to safeguard your business and comply with regulatory requirements.
-
Business risk services
The relationship between a company and its auditor has changed. Organisations must understand and manage risk and seek an appropriate balance between risk and opportunities.
-
Cybersecurity
As organisations become increasingly dependent on digital technology, the opportunities for cyber criminals continue to grow.
-
Forensic and investigation services
At Grant Thornton, we have a wealth of knowledge in forensic services and can support you with issues such as dispute resolution, fraud and insurance claims.
-
Mergers and acquisitions
Globalisation and company growth ambitions are driving an increase in M&A activity worldwide. We work with entrepreneurial businesses in the mid-market to help them assess the true commercial potential of their planned acquisition and understand how the purchase might serve their longer- term strategic goals.
-
Recovery and reorganisation
Workable solutions to maximise your value and deliver sustainable recovery
-
Transactional advisory services
We can support you throughout the transaction process – helping achieve the best possible outcome at the point of the transaction and in the longer term.
-
Valuations
We provide a wide range of services to recovery and reorganisation professionals, companies and their stakeholders.

-
IFRS
The International Financial Reporting Standards (IFRS) are a set of global accounting standards developed by the International Accounting Standards Board (IASB) for the preparation of public company financial statements. At Grant Thornton, our IFRS advisers can help you navigate the complexity of financial reporting from IFRS 1 to IFRS 17 and IAS 1 to IAS 41.
-
Audit quality monitoring
Having a robust process of quality control is one of the most effective ways to guarantee we deliver high-quality services to our clients.
-
Global audit technology
We apply our global audit methodology through an integrated set of software tools known as the Voyager suite.

-
Corporate and business tax
Our trusted teams can prepare corporate tax files and ruling requests, support you with deferrals, accounting procedures and legitimate tax benefits.
-
Direct international tax
Our teams have in-depth knowledge of the relationship between domestic and international tax laws.
-
Global mobility services
Through our global organisation of member firms, we support both companies and individuals, providing insightful solutions to minimise the tax burden for both parties.
-
Indirect international tax
Using our finely tuned local knowledge, teams from our global organisation of member firms help you understand and comply with often complex and time-consuming regulations.
-
Transfer pricing
The laws surrounding transfer pricing are becoming ever more complex, as tax affairs of multinational companies are facing scrutiny from media, regulators and the public
-
Outsourcing Changes to the Outsourcing legislation, specifically when offshoringSignificant changes to the dynamic of the financial services sector in recent years have shifted the paradigms in how we work. The increased digitisation of the workforce, changes in business models, globalisation, and remote working capabilities have led to a new approach to the delivery of services.
-
Asset management Inflation and tax planningThe recent onset of rapid inflation is an unwelcome development that is having a widespread impact on US businesses and tax planning.
Hilary Gormley, head of commercial banking at AIB, believes female leaders have a responsibility to stand up and be counted – and to keep gender equality in the conversation.
Do you think that progress is being made towards gender diversity? |
There has been a marked change over the last number of years with women in financial services. The infrastructure is being built, and is there in some cases, but it is not enough. Percentages are still not good at the top. There need to be behaviour changes to support processes and procedures. Targets not quotas may be the answer.
|
In the financial sector, what benefits do you see from having teams with more gender diversity? |
Diversity of thought – people think differently, not necessarily better, just different. In the main, women are more measured – and can take the tempo down with a more balanced thought process, while thinking of the wider implications and readiness. Diversity brings with it a wider perspective on impact and a long-term outlook, on people, customers and culture. A majority of women doesn’t work either – the team needs to be balanced – and this brings with it balanced listening and a balanced response. |
Within your industry, do you see a bias towards women being recruited for their proven ability, and men being recruited on their potential? |
It is real, and it is an unconscious bias – not organisational. Bias is sometimes down to the women themselves – ruling themselves out of opportunities. The conversation and narrative around specific roles needs to be adapted for the audience – in order to encourage women to apply for senior positions. The confidence thresholds are different, and genders think of qualifications and potential differently. Performance conversations often use subtly different language – women are more open to conversation on points that need development. In banking, women tend to get the higher roles that are business partner or back office support roles, not the front line. It still seems to be men ‘doing the business’. This could be changed with better ways of networking – both within gender and across genders. |
How can routes to career development and advancement be opened up to more women? |
Different conversations would assist in women’s development, conversations about opportunities and succession planning. More women’s learning and development opportunities, and women’s forums, would also help. Women need to be reaching out and looking for ‘sponsors’ especially in large organisations. Mentors and coaches are good – but sponsors are necessary to help you build your own personal brand, to ensure you are getting noticed and recognised for the work you do and value you add. Women (in general) are not good at self-promotion – they do good work and expect it to be noticed. Having a good sponsor, who will promote you, is key. Build your personal brand – and stand up to be counted. Men also need to understand these nuanced conversations. |
What types of flexible working practices enable talent retention, specifically female talent? |
The avenues and infrastructure for flexible working are all built or being built, and we have come a long way. We need to continue to encourage and embed the behaviours to support these changes, for example, a four day week, means a four day week – and expected outputs and KPIs must reflect that. The obvious options are flexible hours, the ability to work from home, and the ability to work on the go. Opportunities for flexibility across genders should be the norm and not the exception. But a four-day week should mean a four-day week – rather than expecting the same output in less hours. There is a still a way to go – the avenues are there but the avenues and behaviours need to match. |
In your organisation, what does an inclusive business culture look like? |
We have an initiative where we have a group of D&I ‘families’, all sponsored by people at a senior level. We will have a week of activity running for International Women’s Day. D&I is a constant part of our agenda under our ‘Talent and Culture’ Pillar. This includes D&I, Wellness, Mental Healthy, LGBT. These different initiatives strive to make awareness part of the normal conversation – and ultimately become part of our DNA. |
Read our Women in business report Return to Champions home page