SWAPPING THE GOLF COURSE FOR A ROLE IN RECRUITMENT

From Leading Shared Services to Supporting SEND Families – Meet Samantha Ryan

When it comes to shared service management, Samantha knows her stuff.With a career built on navigating fast-paced change, leading high-performing teams, and staying two steps ahead of the next big thing in business ops, she’s seen (and solved) it all. But Sam’s talents don’t stop at spreadsheets and strategy—she’s also the author of SEND Help!, a heartfelt and practical guide for parents navigating the world of Special Educational Needs.In this Q&A, Liam O'Flaherty sat down with Samantha to chat about the reality of leadership in shared services—what it takes to thrive, what’s changing fast (spoiler alert: AI is knocking at the door), and why staying human in the digital age might just be the most powerful skill of all.Whether you're eyeing your first step into a shared services role or already deep in the trenches, Samantha’s insights are refreshingly honest, full of warmth, and packed with practical takeaways. Let's dive in.What do you think future leaders should prioritise or focus on most in order to successfully make themselves appointable as a shared service manager?I think it’s less about ticking off qualifications and more about showing you can actually lead people through mess and change. You need to be someone who stays calm under pressure, communicates clearly, and isn’t afraid to get stuck in. If you’re the kind of person who sees a knot and wants to untangle it, you’re probably halfway there already. When leading a shared services team, you need to have one eye on how your operation is running right now and the other eye on what’s coming down the pipeline - the next new technology or shared services operating strategy. Curiosity is key to ensuring you always stay abreast of emerging technology and ways of working.What are both the best and the most challenging aspects of being a shared service manager of a fast paced business?The best bit is the variety - you’re never bored. You get to fix things, improve how stuff works, and genuinely help people. I have always found great joy in my work and being of service to others, whether that’s leading a shared service team, a purchase to pay department or as a global process owner. The hardest part? There’s always something going on. Priorities change quickly, and you have to juggle a lot without dropping the ball. It can be exhausting some days, but also really rewarding when you get it rightWhat are your opinions about the relationship between a shared service manager and the CFO and CEO? What is critically important in building a successful partnership and providing the right support to the CEO/CFO?Trust is everything. They need to know you’ve got the detail covered, that you’ll flag issues early, and that you’re not sugar-coating anything. It’s also about understanding what keeps them up at night and making sure the shared service function isn’t adding to that. You’ve got to be steady, honest, and clear with no fluff.What new key skills or attributes do you think the next generation of shared service managers are going to need to develop?Flexibility and digital confidence. Things move quickly now, and you’ve got to be open to learning new systems, new ways of working, and even letting go of old ways that aren’t cutting it anymore. People skills still matter too, probably more than ever. This current generation expect a work/life balance and flexibility – neither of which are bad things. So, ensuring you understand the needs of your team and the culture of your workforce is essential.Are new technologies like Artificial Intelligence having much of an impact on your role as shared service manager yet? What impact do you think they will have over the next few years?Absolutely, AI has arrived. The key is to understand it, leverage it and not be afraid. AI can be really useful to shared service teams. Some of the repetitive stuff is getting automated, which is a win if it means teams can focus on the work that really needs a human brain. Over time, I think we’ll lean on AI more and more. It’ll still need people who understand the bigger picture and can spot when something doesn’t feel right. Shared Service leaders need to embrace AI and make it work effectively for their business.Is it possible to maintain a reasonable work life balance at shared service manager Level or do you have to accept that there will be personal sacrifices in order to progress to that level?Honestly? There are busy seasons and tough patches where balance goes out the window. But I do think it’s possible overall, you just have to be clear with yourself (and others) about what’s non-negotiable. I’ve learned not to feel guilty about switching off, because you can’t pour from an empty cup.Away from core knowledge, what personality traits have been critical to your success as a shared service manager? Are these natural or have you worked on developing them?Patience, humour, and the ability to stay calm when things get chaotic. Some of that’s just who I am, but I’ve definitely had to work on things like not taking things personally and learning to pick my battles. It’s a people-heavy role, so you need thick skin, but also empathy. What is the one single best piece of advice you were given early in your career that still holds true today?“Don’t wait to feel ready - just start” and “dress for the job you want, not the job you’ve got” (I actually think I first heard that on a Jennifer Aniston movie years ago!). I’ve learned that you grow into roles, not the other way round. Don’t wait to be asked to step forward in your role. Go that extra mile. Say yes, even if your voice trembles as you say it. Most people are winging it to some degree anyway. In ConclusionSamanthas’s approach to leadership is the kind we all wish we worked with—real, grounded, and refreshingly human. From embracing AI to keeping empathy at the centre of decision-making, she reminds us that successful leadership isn’t about having all the answers—it’s about staying curious, stepping up, and staying calm when things get chaotic.Whether you're at the start of your shared services journey or eyeing your next big promotion, there’s something in Samantha’s story for everyone. And if you’re juggling a demanding role with life outside of work (who isn’t?), her reflections on balance, boundaries and being brave even when you’re not 100% ready hit just the right note.If you want to explore more of Samantha’s world beyond shared services, check out her brilliant book SEND Help!—a thoughtful, empowering guide for parents supporting children with Special Educational Needs. Because just like in business, when we work together, support each other, and lead with heart, amazing things happen.Looking for your next career move in finance or accountancy? At Sharp Consultancy, our expertise lies in matching your potential with the perfect temporary, interim, or permanent position. With a well-established presence in Leeds and Sheffield, our seasoned team of consultants extends their services across Yorkshire and beyond. Don't wait for opportunity to knock, reach out to us TODAYand let's chart your career path together.

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Swapping the golf course for a role in recruitment is not many people’s usual career path. We caught up with Consultant Matt Civil who works in the Sheffield office to find out about how he made the move.

Tell us about your current role?

I joined Sharp Consultancy about a year ago and specialise in transactional clerical and finance roles across Sheffield and Chesterfield areas.

Your background isn’t in recruitment – what were you doing before?

Since the age of 12 golf has always been a big part of my life. At 19 I joined Hallamshire Golf Club as the Assistant Golf Professional where I undertook my three years of PGA training. After five years here, I wanted a new challenge and joined a company that manufactured golf accessories. I began my career in sales, however after a couple of years a friend of mine asked me if I wanted the opportunity to caddie around the world for an Italian professional golfer. My employer was good enough to accept my decision to take on this experience, which I did for just over 12 months.

That sounds quite an experience – how was it?

I traveled to countries that I never expected to get the chance to go to such as Kazakhstan and the Ukraine and also had the opportunity to caddie around Augusta National and at Arnold Palmer’s event, The Bay Hill Invitational, where I was also lucky enough to meet the man himself.

It was a fantastic experience but as glamorous as it may sound, I didn’t see this as a long term career. Airport, hotel, golf course, airport, hotel, golf course, airport, hotel, golf course can become very tedious after 6-8 weeks on the road and living out of hand luggage and because there aren’t any contracts with the players and you can quickly find yourself without an employer if the player decides they want a change!

What did you do next?

I returned to work for the golf accessories manufacture and took up an operational role in Dongguan, China where I had involvement in the order process, new product development and logistics. I then returned to the UK where I continued to work in operations until a restructure saw me take on the role of Production Manager. After about five years with the firm I was ready for a new challenge and a trusted friend suggested that I might be good at recruitment and it would offer the defined career path that I was then looking for.

What attracted you to the role at Sharp?

I enjoy the relationship building and networking aspects of the role and I was keen to ensure that I joined a company that was going to be right for me; I had a friend who worked in recruitment and was familiar with the business and some of the people working here and he thought that it would be somewhere that I would fit in well. He’d also seen the progress that people had made here and knew that I was looking for a role that would offer me the opportunity to develop.

What has been your biggest challenge so far?

Having worked in a completely different industry for so long you take for granted the knowledge that you build up over a long period of time and then to come into an entirely different sector and environment can initially be quite overwhelming and you get on board with new systems and processes. My operational and production background and skill set stood me in good stead however and I quickly got to grips with the recruitment process including developing leads, liaising with clients and interviewing candidates.

What advice would you give to someone considering a role in recruitment?

If you love meeting new people and forging new relationships you can’t go far wrong with recruitment. Equally as important you will need resilience and patience as there will be times where these will be tested!

Sharp Consultancy specialises in the recruitment of temporary, interim and permanent finance professionals. With offices in Leeds and Sheffield our highly experienced team of consultants recruit for positions throughout Yorkshire and beyond. CONTACT UStoday to talk with one of our team about your next move.

SWAPPING THE GOLF COURSE FOR A ROLE IN RECRUITMENT IS NOT MANY PEOPLE’S USUAL CAREER PATH.