How Long Is Too Long in One Job? What Employers

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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It’s a classic career dilemma: How long is too long to stay with the same employer? While loyalty and commitment are generally seen as positive traits, remaining in the same job for many years can sometimes raise red flags with potential employers.

At Sharp Consultancy, we frequently support finance and accountancy professionals across Yorkshire and the North of England who are navigating career moves after long tenures. Here's how to approach this topic with confidence and turn your loyalty into a strength during the interview process.

The Double-Edged Sword of Long Tenure

Hiring managers value candidates who are loyal, reliable and committed—but they may also question why you haven’t pursued new opportunities. Concerns could include:

Are you too expensive due to incremental pay rises over time?
Do you lack ambition or drive?
Are you resistant to change or new ways of working?
Can you adapt to a new company culture or team environment?

If you’ve stayed with one employer for an extended period, it’s essential to shape the narrative around your career progression, relationship-building skills, and professional development.

1. Highlight Your Career Progression

Just because you've remained with one company doesn’t mean your role has stayed the same. In fact, long service often provides greater opportunities for growth and responsibility.

Be prepared to show how you’ve:

Progressed from one role to another (e.g. from Management Accountant to Finance Manager)
Taken on additional responsibilities and leadership roles
Contributed to business growth, team expansion, or strategic changes

These are valuable experiences that demonstrate you are capable of evolving and thriving in different circumstances.

2. Demonstrate Strong Relationship Building

Long tenures often mean deep-rooted professional relationships—both internally and externally.

Emphasise your ability to:

Build long-term professional relationships
Collaborate effectively with cross-functional teams
Maintain and expand valuable networks in the industry

Strong relationship-building is a crucial skill in finance roles, particularly for positions such as Finance Director, Financial Controller, and Commercial Accountant.

3. Tackle the Salary Question Tactfully

One concern employers may have is that a long-serving candidate might be either:

Overpaid, making them unaffordable for a new role
Underpaid, raising questions about their perceived value or negotiation skills

Explain any regular salary increases you’ve received in the context of performance and promotion. If you believe you’re underpaid, ensure you have well-reasoned, market-informed justifications for your desired compensation—consider using tools like our Sharp Consultancy Salary Survey to benchmark your worth.

4. Share Your Aspirations and Career Goals

Employers want people who are motivated and aligned with their company's vision. Show that, even while staying in one role or company, you have continually set and met personal career goals.

Explain:

What your long-term aspirations are
Why now is the right time to seek a new opportunity
How the new role aligns with your career trajectory

Demonstrating ambition is particularly important when applying for leadership finance roles.

Reframe Loyalty as Strategic Stability

Instead of viewing a long tenure as a negative, frame it as a demonstration of:

Resilience in a challenging economic or sector environment
Loyalty to a company that provided career growth
Commitment to team success and long-term project outcomes

Employers are increasingly aware of the value of experienced professionals who bring institutional knowledge, strategic thinking, and long-term planning capability to the table.

Ready for a New Opportunity? Let’s Talk

At Sharp Consultancy, we’ve helped thousands of professionals in accountancy and finance make their next move—whether it’s after 2 years or 20. Our expert consultants specialise in placing candidates in temporary, interim, and permanent roles across Yorkshire and the North.

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.

How Long Is Too Long in One Job? What Employers Really Think