Growing up in her family-run hotel gave TDL Horizons founder Niamh Walsh a first-hand knowledge of what her clients are going through.
This coupled with her experience at global property firm Cushman and Wakefield gave Niamh Walsh the courage to set up in her native Donegal.
Why did you set up TDL Horizons?
I always had a notion that I wanted to be my own boss. In 2016 myself and my husband and kids moved from Dublin to our home town of Carrigart in North West Donegal. I continued to work remotely for my company, global property firm Cushman and Wakefield, specialising in the hotels department.
“There’s a real drive and commitment to help entrepreneurs in Ireland. You have to go looking for it, but nine times out of ten times, the support is there”
Knowing that I could serve my clients from Donegal helped me to decide to set up my own company. I wanted to combine the work I love with the life I wanted to live in Donegal. In 2021 I set up TDL Horizons – a tourism hotel property specialist, offering hotel valuations, advisory, and sale.
What makes TDL Horizons stand out?
I have a very niche offering – there is no smaller, bespoke offerings like TDR Horizons around. I focus on property, but just hotels. I come from a family with a hotel background which makes me stand out. My parents owned the Carrigart Hotel and we sold it in 2011. This gives me a very good sense of what clients are going through, particularly their concerns and challenges in terms of planning and action steps. My unique selling point is that when I meet with clients wanting to buy or sell hotels, I understand where they’re at. From a sales perspective, I’ve been on both sides. This first-hand knowledge gives clients a sense of ease in what they’re doing.
“I would say to people starting off – you don’t have to reinvent the wheel. It’s important to speak to people further along the journey and ask them what packages they use for accounting, what administration software they use, and what they outsource and to whom”
What challenges did you meet and how did you overcome them?
One of the main challenges I faced was getting the brand out there, getting people to understand and know what I do. I worked in property for a long time and come from a family hotel background, so I have a big network which became my client base. A lot of my work is from word of mouth and referrals. Another big challenge for me was getting used to doing everything myself.
In my previous role there was a surveys department, compliance, finance and marketing departments. All of a sudden, I had to do all of these things myself.
While the tasks aren’t hard in themselves but finding the time to get them all done can be overwhelming. I would say to people starting off – you don’t have to reinvent the wheel. It’s important to speak to people further along the journey and ask them what packages they use for accounting, what administration software they use, and what they outsource and to whom. Speak to other entrepreneurs, other people in the industry about how they do the things that you find challenging and I guarantee they will have a solution.
“I would say to people starting off – you don’t have to reinvent the wheel. It’s important to speak to people further along the journey and ask them what packages they use for accounting, what administration software they use, and what they outsource and to whom”
What is the support for entrepreneurs in Ireland like and how could it be improved?
I did the Start Your Own Business Programme with the Local Enterprise Office. I always find them very approachable but often what they were offering wasn’t relevant at my stage of business.
What I did find brilliant was the ACORNS programme, which supports early-stage female entrepreneurs living in rural Ireland.
During conferences they had speakers tell their stories and what was fascinating was that most of the challenges they faced were the same as every other person in the room. Most of the women set up their own businesses to give them flexibility and I was no different. It was very empowering being surrounded by such like-minded people and learning from each other. It was a massive support for me to have those solutions and a shared understanding.
There’s a real drive and commitment to help entrepreneurs in Ireland. You have to go looking for it, but nine times out of ten times, the support is there.
What lessons have your learnt and what would you pass on to other businesses?
You don’t have to do everything at once – break things down into smaller steps. In the first year of my business I found the administration side exceptionally daunting. I regret that I didn’t realise I just needed to break tasks down into small steps and then it’s not the end of the world. I still find administration challenging, but the process is much more seamless now.
Talk to other entrepreneurs. At the start of my business I didn’t see myself as an entrepreneur, I was still talking to my peers in the corporate world but they couldn’t advise on the processes and the procedures I needed to have in place at the outset.
All entrepreneurs will say, if you have an idea about something you want to do – just do it. Moving back to Donegal is a big part of my story. I’m not sure that I would have become an entrepreneur had I stayed in Dublin. The pace is busier and you need more money to sustain a relatively good lifestyle there. Because I had already been working from Donegal for a number of years before I branched out on my own, I knew my offering would work and that my clients didn’t mind where I was based.
“Speak to other entrepreneurs, other people in the industry about how they do the things that you find challenging and I guarantee they will have a solution”
What is your proudest moment?
A client contacted me a while back informing me they planned to sell their resort. At the time they thought I was still working for Cushman and Wakefield. When I told them I had set up on my own and they still wanted me to deal with the sale, it was the confidence boost I needed. A big brand is important for lots of companies, but this client appreciated my work ethic and integrity and the brand didn’t matter to him. It made me realise that clients were coming back for me and not the brand.
What are your plans for the future?
I want to continue to grow the business but in a way that allows me to continue to have the flexibility I need to spend more time with my children. That is the ultimate objective and always has been. When they are older I will have more ambitious plans for the company but for now my work-life balance is the most important thing.
