Fast-tracked: How Rachel Beggins became Head of Tax at 27 – and what others can learn from her rise

Executive summary

This interview explores the rapid rise of Rachel Beggins, who became Head of Tax at Charlotte Tilbury at just 27, offering a rare and inspiring blueprint for accelerated career progression in the tax profession. Rachel shares how deliberate risk‑taking, strong communication skills, commercial curiosity, and a growth mindset helped her move from Dublin to London, transition in‑house, build teams, overcome early credibility barriers, and evolve into a global tax leader. Readers will gain practical advice on breaking into in‑house roles, developing strategic influence, navigating leadership challenges, and shaping a modern tax career in a rapidly changing, tech‑enabled industry.

Breaking into senior leadership in tax is rarely quick. Progression is steady, linear, sometimes painstakingly incremental. Which is why Rachel Beggins’ rise stands out. At just 27, she became Head of Tax at Charlotte Tilbury – a global beauty brand with the complexity, scrutiny and pace that would be challenging even for seasoned professionals.

Rachel’s story is valuable because it reveals a mindset and set of career decisions that anyone – especially those earlier in their tax career – can learn from. She has earned her career through self-belief, deliberate risk-taking, and an ability to communicate and build trust far beyond her years.

In a profession that is evolving rapidly, her trajectory offers a blueprint for what modern success in tax looks like. Here is Josh Burns and Ewen Burns in conversation with Rachel.

You made a key decision early in your career to leave Dublin and move to London. What were the other key moments or decisions that accelerated your journey to Head of Tax?

Moving to London was a defining moment, but beyond that, it was a series of deliberate decisions to keep pushing myself outside of my comfort zone. I was quite intentional about taking on roles that stretched me, even if I didn’t feel fully ready at the time. Moving in-house was another key step; it gave me broader exposure to the commercial side of the business. I also made conscious decisions not to stay in roles too long once I felt I’d stopped learning, which helped maintain momentum in my progression. There can be massive reward in taking a risk, and I’d like to think I’ve reaped the rewards of the decisions I made right at the beginning of my career.

Reflecting on those earlier years, are there skills or experiences that have made the biggest difference in your ascent to being a global leader in tax so quickly?
Communication and having a positive mindset stands out as some of the most important skills. Being able to take complex tax concepts and translate them into something clear and commercially meaningful made a real difference. If you’re open to learning fast and picking up things outside your usual remit, you’ll naturally gain more exposure in the business and be able to show the value you can contribute. And get yourself out there; go to tax events! Events held by Women in Tax and Tax Advisors allowed me to  learn so much from like-minded individuals, meet people I aspired to be like and working with people at the same career-crossroads as me – you’re not alone!

What mindset or habits do you think have been critical to your rapid career progression?

Staying curious and maintaining a positive mindset has been key to my progression. I’m a firm believer that you must make the most of every opportunity, whether it’s a good experience or a challenging one, there’s always something to learn.

I’ve consistently looked for ways to add value beyond my immediate role, sometimes even to my own detriment, but it’s that curiosity – asking questions, understanding how the business operates – that ultimately builds your credibility. Over time, you go from being the person asking the questions to the person others come to for answers.

What advice would you give to someone coming out of practice for the first time looking to find the right in-house role for them?

I’d encourage them to focus less on the job title and more on the environment they’re stepping into. When I first moved in-house, I was quite conscious of title, and it almost held me back from going for the role. But what I’ve learned is that a role is rarely fixed, you can shape it into much more.

There are always core responsibilities, but if you have the ambition and drive, you can go beyond that. By taking on additional work, getting involved in different areas, and building relationships across the business, you can effectively redefine your role and accelerate your own development. The right role is one where you’ll be supported, challenged, and given exposure to a broad range of work. It’s important to find a business where you can genuinely develop your commercial understanding, not just continue doing technical work in isolation.

You’ve built several teams in your career so far. How has your rapid trajectory influenced who you look to hire, what are their key characteristics or motivations?

Because I’ve progressed quickly myself, I tend to look for people with that same drive and curiosity. Technical ability is important, but I place just as much value on mindset—people who are proactive, adaptable, and willing to take ownership early in their careers. I also look for individuals who can think commercially and understand how their work impacts the wider business.

Considering your experiences with leadership, have you ever had an issue with senior leadership buying into your vision or plans because of your age? Any barriers to entry that ever discouraged you?

Early on, there were definitely moments where my age or experience led to some initial hesitation from senior stakeholders. It meant I had to build credibility quickly and be very clear and confident in how I communicated my ideas. I wouldn’t say it discouraged me, but it did make me more aware of the importance of preparation, clarity, and consistency in building trust.

How does your management style and outlook differ from someone who’s been in the industry 25+ years?

I’d say my approach is quite focused on collaboration and transparency. I want people in my team to feel comfortable speaking up and contributing, regardless of their level. I’m also very focused on development – helping people progress and take on responsibility earlier, rather than expecting them to follow a very traditional, linear path.

Tax is constantly evolving. How are changes in the industry shaping the profession, and where do you think it’s headed?

Technology is playing a huge role in reshaping tax. A lot of compliance and reporting is becoming more automated, which is shifting the focus of the role. There’s now a much greater emphasis on strategic advisory and partnering with the business. Going forward, I think the most successful tax professionals will be those who combine strong technical knowledge with commercial awareness.

What’s your one key piece of advice you would give to a young professional aiming to get to the top?

Don’t compare yourself to other people, everyone grows at different rates and develops in their own way. Some people don’t aspire to get to Head of Tax and that’s okay, it doesn’t make them any better or worse than someone else. If you’re targeting that next promotion, make sure you’re focusing on doing the things that you can control to get there. Focus on building strong foundations. It’s great to be ambitious, but taking the time to really understand your craft is what will set you apart in the long term.

If you would like to take part in the Future of Tax discussion series, get in touch and let’s explore a conversation from your perspective.