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CEO of Barretstown Dee Ahearn on on leadership, resilience, and trusting your instincts
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"Resilience isn’t about avoiding tough times – it’s about responding quickly and being willing to change direction when you need to."
With a powerhouse background in strategic marketing and senior leadership across global brands, Dee Ahearn has spent the past 14 years transforming Barretstown into Ireland’s leading therapeutic camp for children with serious illness. Under her inspiring leadership, the organisation has grown by over 1,000%, expanded its reach to serve multiple illness groups, and invested €20 million into its world-class facilities. A former board chair of Make-A-Wish Ireland and a seasoned CEO, Dee brings hard-earned wisdom, deep compassion, and serious business acumen to everything she does.
Join us as we sit down over a cup of coffee with Dee as she shares the lessons behind the legacy.
What’s the most valuable decision you’ve made that didn’t make it into a press release?
Over the years, some of the most important decisions I’ve made haven’t made the headlines but were vital behind the scenes. Early on at Barretstown, we made a conscious choice to diversify our fundraising, moving away from relying heavily on just a few corporate partners and instead building a broad base of smaller, regular donors. That shift quietly strengthened our financial stability. At the same time, we worked on improving governance by setting up professional committees and bringing in independent reviews to ensure transparency and build trust, especially at a time when the charity sector was facing serious challenges.
Another key, less visible decision, was to expand our reach beyond the camp itself by developing programmes in hospitals and schools, which allowed us to support many more children and families, and grow sustainably even when on-site capacity was limited. These moves might not have grabbed the headlines, but they’ve been fundamental to Barretstown’s growth and resilience.
We all need an advisor, who do you call when the pressure is on?
I’ve been fortunate to work alongside some exceptional leaders during my time at Barretstown. When I first joined, carrying out a full strategic review was a significant step, and having Maurice Pratt as Chair at the time made a real difference. He was an invaluable partner throughout that process, and working closely with him offered a great opportunity to learn from his experience and perspective.
Today, our Chair Anne Heraty continuously brings an important perspective to the work we do here. Her background as a senior business leader adds real commercial insight, and her ability to challenge and support in equal measure is something I value greatly. Having that kind of sounding board, someone who gets both the big ambitions and the responsibility that comes with leadership in this sector, is essential.
What’s a myth about leadership you’d like to personally dismantle?
One myth about leadership I really want to bust is that leaders must have all the answers right away. It’s not about getting everything perfect instantly. Leadership is more about using the skills, experience, and judgment you’ve built up over time to tackle each challenge. It’s a continuous learning process, often shaped by the advice and insight of others, and it’s about steady, practical decisions – not quick fixes or chasing the latest trends.
What’s a question you wish more people asked you?
One question I wish I got asked more often is, “How do you bring a commercial mindset to a not-for-profit?” There’s this idea that working in the charity sector is somehow easier or less complicated than the corporate world, but honestly, it’s often the exact opposite. You’re juggling tight budgets, building reliable income streams, and making tough strategic calls that have to balance financial realities with long-term social goals. It’s not about charity in the old-fashioned way; it’s about running a professional, accountable, and ambitious organisation with a clear mission at its heart.
Which daily habit or ritual do you swear by?
At the end of every day, I take a few minutes to write out a list for the following morning – it helps me clear my head and feel a bit more in control before switching off. I’ve also become a big fan of the Calm app. It’s a simple but powerful tool I use most nights to unwind and get into the right headspace for sleep. In a role where your mind is constantly racing with decisions and responsibilities, having that wind-down ritual makes a real difference.
Have you ever knowingly made the ‘wrong’ decision, and been glad you did?
There was a time early in my career when I held back from speaking up in rooms full of more senior voices, thinking it might be the ‘wrong’ move to challenge or put forward an idea too soon. Eventually, I made the decision to speak up anyway, even if it meant being wrong. And I’m glad I did. What I’ve learned is that there’s nothing wrong with being wrong from time to time, as long as you have good people around you who aren’t afraid to challenge your thinking and you’re willing to change your mind. That confidence is something I wish I’d trusted earlier in my career.
Instinct isn’t just intuition, it’s built from experience, values and knowing the strengths of the people around you.
Which failure taught you the most about resilience and success?
Setbacks are just part of the journey in any career, but I don’t see them as failures. They’re chances to learn, adapt, and pivot. When I took over Barretstown during the recession, things were generally going well, but we were starting to feel some financial pressure. We had to rethink how we ran the organisation, treating it more like a business with a focus on sustainable income, strong governance, and clear impact. That shift worked, and what it really taught me is that resilience isn’t about avoiding tough times – it’s about responding quickly and being willing to change direction when you need to.
What’s your personal luxury, the one thing you unapologetically indulge in?
It’s no secret that I love fashion. I’ve always loved expressing myself through style. Fashion, for me, isn’t about trends or flashiness; it’s about feeling good and owning your look. I have also found a new passion recently. Learning to play golf was a bit of a surprise – it’s a great way to get outside, focus, and clear my head, especially when life gets busy.
If you, yourself, had the opportunity to sit down for 20 minutes to share a cup of coffee with a female leader that you really admire – what would you ask her?
Leadership really gets tested when you’re navigating uncertain times. In moments like the recession or Covid, you don’t have the luxury of perfect information, but the need to act never stops. If I were having a coffee with another female leader, I’d want to hear how she weighs risk, when she trusts her gut over the data, and how she distinguishes between a short-term disruption and a lasting change. During Covid, one of the toughest challenges wasn’t just about operations; it was about culture. Keeping teams connected and aligned while everything around them is shifting is a real leadership challenge. I’d also be keen to hear her thoughts on building long-term organisational resilience. At Barretstown, we’ve focused on strong governance, income diversification, and transparency – not because it’s easy, but because it gives us the flexibility to respond when the unexpected happens.
Any great business books, podcasts or publications that you favour and would recommend?
One business book I really appreciate is Strategy Really Works by A.G. Lafley and Roger L. Martin. It’s practical and straightforward, drawing from Lafley’s time at Procter & Gamble. What I like is how it breaks strategy down into five key choices – things like setting a clear goal and figuring out where and how to compete. It’s a great guide for making focused decisions that really move the needle.
What advice do you most often give? And key question: do you follow it yourself?
The advice I most often give is to trust your gut – and trust your team. In high-pressure situations, you rarely have the luxury of complete information. Instinct isn’t just intuition, it’s built from experience, values and knowing the strengths of the people around you. And yes, I absolutely follow that advice myself – I’ve had to.
When you step away from your desk for good, what legacy do you hope to leave, and who do you hope is listening?
When I eventually step away from my desk, I hope the legacy I leave is one of lasting impact, a Barretstown that continues to grow, adapt, and meet the needs of families facing serious illness for years to come. I want the wider community, policymakers, funders, and everyday people alike, to recognise the vital role we play in supporting these families through incredibly tough times. Ultimately, I hope future leaders listen and build on the foundations we’ve laid, keeping resilience and compassion at the heart of everything they do.
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