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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 right​What 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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Avoid These 5 Common Interview Mistakes to Land Your Next Finance Role

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Interviewing for a new job in finance or accountancy can be a nerve-wracking experience. Whether you’re stepping into a Finance Manager role or progressing towards a Financial Director position, many candidates fall at the final hurdle by making avoidable interview mistakes.

At Sharp Consultancy, we specialise in placing finance and accountancy professionals in temporary, interim and permanent positions across Yorkshire and the North of England. Read our expert advice to help you avoid the most common pitfalls and give yourself the best chance of success.

A man interviewing a woman at a table, both focused on a laptop during a job interview.

1. Not Researching Your Potential Employer

“What do you know about our organisation?”

It’s one of the most common interview questions—and one that catches far too many candidates out. Thorough preparation is key.

Before your interview, take time to research your prospective employer using:

  • Their company website

  • Annual reports

  • Recent news articles

  • Social media platforms

Having a strong understanding of the company’s background, values and latest developments allows you to demonstrate genuine interest and tailor your answers. It also helps you compile thoughtful questions to ask at the end of the interview—something that always impresses.

2. Not Understanding the Role You’re Applying For

When applying for a role in finance—whether it’s an Assistant Accountant, Financial Controller, or CFO—it’s crucial that you clearly understand the job description.

Discuss the role in detail with your Sharp Consultancy recruitment consultant, who will help you explore:

  • Key responsibilities

  • Departmental structure

  • Reporting lines

  • Expectations from the hiring manager

Link your relevant skills, qualifications, and experience to what the interviewer is looking for. If anything remains unclear, don’t be afraid to ask for clarification before the interview or during the meeting itself.

3. Focusing Too Much on Your Weaknesses

Everyone has areas for development. If there are parts of the job where you have limited experience, remember: the employer has already seen your CV and chosen to meet with you.

Rather than dwelling on what you can’t do:

Highlight transferable skills

Reference similar projects you’ve been involved in

Demonstrate your willingness to learn and grow

Keep your answers positive, confident and constructive.

4. Letting Nerves Get the Better of You

It’s completely natural to feel nervous, even if you’re an experienced finance professional or senior executive.

Minimise anxiety by preparing thoroughly:

  • Review your CV and career achievements

  • Practice common finance interview questions

  • Research the company and the hiring manager

Remind yourself of the value you bring, and frame the interview as an exciting opportunity to showcase your skills and progress your career.

5. Not Taking a Moment Before You Speak

In an effort to impress, some candidates answer questions too quickly, without fully understanding what’s being asked.

To avoid this:

Listen carefully to each question

Pause briefly before answering

Ask for clarification if needed

This shows composure, professionalism and good communication skills—all vital traits in a successful finance professional.

Partner with Sharp Consultancy for Finance & Accountancy Recruitment Success

At Sharp Consultancy, we’ve been helping talented professionals find the right opportunities for over 30 years. Whether you're an ambitious Part-Qualified Accountant or an experienced CFO, our expert consultants are here to support your next career move.

With offices in Leeds and Sheffield, we recruit across Yorkshire and the North of England for a wide range of roles including:

  • Finance Directors & CFOs

  • Financial Controllers

  • Management Accountants

  • Credit Control & Payroll Specialists

  • Newly Qualified and Part-Qualified Accountants

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 TODAY and let's chart your career path together.