Chief Executive Officer at one of Ireland's most unique children's charities, Barretstown, Dee Ahearn is a passionate leader, transforming the lives of children fighting illnesses. Here, she reflects on her career to date and the importance of learning and absorbing as much as possible in each position you hold along your career path.
A passionate leader at the helm of Barretstown, a not-for-profit camp for children with cancer and other serious illnesses, Dee Ahearn is a businesswoman whose acumen is highly regarded, and she was awarded the Social Entrepreneur IMAGE PwC Businesswoman of the Year award in 2023.
Leading Barretstown for 15 years now, Dee has demonstrated the impressive impact of corporate experience into the sector. During her time at the organisation, they have grown the numbers of campers served from 1,700 in 2010 to over 25,000 this year, with the current aim to serve 33,500 campers annually by 2028.
Describe your career in three words.
Varied, eventful, enjoyable/fun.
Give us a little background on yourself and your role as CEO of Barretstown.
I am originally from Cahir, Co. Tipperary, with a background in strategic marketing, holding senior leadership roles in the corporate sector in well known international organisations including Black & Decker, The Gunne Group (CBRE) and Treasury Holdings. In addition, I have over a decade of board level experience, having served on the boards of The Gunne Group, Treasury Holdings, Make-A-Wish Foundation and the global SeriousFun Children’s Network. My experience on the board of Make-A-Wish, including a period as Chair, introduced me to the not-for-profit sector and it was instrumental in my decision to pivot from the commercial into the not-for-profit sector, taking up the position of CEO of Barretstown in 2010.
Barretstown is Ireland’s largest and longest established provider of therapeutic camps and programmes which support children affected by cancer and other serious illnesses and their families. Since its foundation in 1994, it has served over 125,000 children and family members. An independent report commissioned to mark our 30th anniversary estimated the social value of all services provided by Barretstown at over €1.9 billion. Annually, we serve circa 25,000 campers, across 14 different illness groups, including oncology, through our residential camps and outreach programmes in hospitals, schools and communities throughout Ireland.
I lead a team of over 100 people at our headquarters in Co. Kildare, who work across healthcare service delivery, operations, corporate partnerships, marketing, communications, governance, finance, sustainable development and fundraising.
Barretstown operates an annual budget of €10 million – 96% of which is generated through fundraising programmes with the remainder provided through government funding.
My role as CEO is varied, busy, interesting and extremely fulfilling. I am responsible for both the delivery of day-to-day operational activities and ensuring the long-term viability of Barretstown through the realisation of the objectives as set out under our corporate strategy. Among the central pillars of this are, building capacity and resources to support our ambition to serve as many seriously ill children as possible.
Critical to this is ensuring consistent revenue growth with the current aim to serve 33,500 campers annually by 2028. Corporate governance and transparency are also vital, both from an operational point of view, but also reputation and I am pleased to say we have attained the highest standards of corporate governance and have been consistently recognised at national level for our credentials in this area. Aside from the above, a core part of my role is developing relationships with key stakeholders including policy makers, government, corporate partners and others within the health/not-for-profit space and building awareness of the Barretstown brand both nationally and internationally.
What’s one lesson you have learned in business/your career that you wish every woman knew?
I would say it’s to back yourself, speak up and to share your perspective and insights. If you don’t speak up, no one else is going to do it for you, so you need to find your voice.
Do you feel your early training and career set you up for leadership and if so, how?
Not necessarily. I subscribe to the theory that you learn every day on the job and that it is through this approach, that you build up the skills and knowledge which help you progress, take on greater responsibilities and assume leadership roles. This is evident in my own career to date and the path that I have followed, learning and absorbing as much as I can in each role and bringing that with me into the next.
Do you believe the Irish educational system adequately supports entrepreneurial spirit and action?
I think that in its current format, it’s not adequately orientated toward this, and to nurturing entrepreneurship and practical skills development. I think the current system is quite focused on attaining the highest number of points. It is centred on ‘route one’, which is acquiring your CAO choice and then proceeding to an undergraduate course of some description, without perhaps having full knowledge of other avenues to pursue, if for instance you were very business/entrepreneurial minded, or more geared towards a practical/hands-on skills type career.
What is the most underrated quality essential for leadership in your opinion?
Empathy.
What defines a resilient leader?
In a nutshell it is someone who keeps trying and finds a way through, is solution-focused and makes things happen.
What is your advice for anyone building a team?
I recommend surrounding yourself with the best people, who have the depth and quality of experience needed, have diversity in terms of thought and approach, and are willing to challenge.
How best can a leader support and motivate a team?
I think it’s important for anyone in a leadership position to ensure their team has clarity around the goals of the organisation and to imbue each person with a sense of purpose, ownership and responsibility for attaining those goals.
Is there any life, business or career advice that you were given but (thankfully) ignored?!
No thankfully not. I’ve been fortunate that any advice I’ve heeded has always been insightful.
What’s the most valuable piece of financial advice you ever received?
My mother always advised me to look after the pennies and the pounds will look after themselves. I’m not necessarily good at this!
Work-life balance. What are your thoughts?!
I think it’s a concept that is bandied about quite a lot but is very hard to attain. It’s a challenge to switch off from the demands of the role. When it comes to time with family and friends, I always try to switch off and be present and enjoy the time.
What has been your most proud moment in business so far?
During my time at Barretstown we have grown the numbers of campers we have been able to serve from 1,700 in 2010 to over 25,000 this year. On a personal level, winning the IMAGE Social Entrepreneur of the Year Award in 2023 was a huge moment for me, and I was very proud.
Having a five-year plan — yes, or no?
Five years is perhaps a little too long. I am an advocate of two-year plans and within that, also allowing oneself the option to pivot and change during that time.
What’s your go-to quotation for inspiration?
It’s an old classic: “What doesn’t kill you makes you stronger.” I like the sentiment underneath it and it’s been a go-to at different stages of life when I have navigated challenging times.
If you knew then what you know now, would you do anything differently?
I think in the round, no. All the decisions I have made to date have taken me to this point. One of the big things for me has been enjoying what I do, and I think that’s something that has followed through in each decision.
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