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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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How to Retain Top Finance Talent in a Competitive Market

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Retaining your most talented individuals is a major challenge for businesses across all sectors, especially in today’s competitive finance and accountancy market. High-calibre professionals are in high demand, and losing key team members can significantly disrupt your operations and growth plans.

At Sharp Consultancy, we support businesses across Yorkshire and the North of England in recruiting and retaining the best finance professionals. Below are our expert strategies to help you hold on to your most valuable team members.

Two colleagues discussing staff appraisals at a table, surrounded by papers and laptops.

1. Start with the Right Hire

Retention begins at recruitment. Ensure you're not just hiring someone with the right technical skills and qualifications, but also someone who aligns with your company culture and long-term goals.

At Sharp Consultancy, we work closely with clients to identify candidates who are the right cultural and strategic fit—reducing the risk of early turnover and improving long-term performance.

2. Align Roles with Business Goals

Have a clear understanding of your organisational objectives and the skills you’ll need to reach them. This enables you to:

  • Build the right finance structure

  • Hire strategically

  • Offer clear career pathways

  • Whether you're recruiting for a Financial Controller, Management Accountant, or Finance Director, aligning their role with your vision boosts engagement and retention.

3. Communicate Vision and Direction

Employees stay where they feel involved and valued. Regularly share your business vision, growth plans, and how each team member contributes to success.

Creating this shared purpose helps finance professionals feel connected to the bigger picture—whether they’re based in Sheffield, Leeds, or working remotely.

4. Support Career Ambitions

Top finance professionals are often ambitious. Show them a clear path for progression by:

  • Understanding their career goals

  • Offering development opportunities

  • Restructuring teams where needed to create advancement potential

  • Don’t let talent stagnate. Promote from within when possible and encourage continued professional development.

5. Implement Structured Performance Reviews

Introduce a robust performance review process with:

  • Clear personal objectives

  • Measurable outcomes

  • Transparent reward systems tied to business performance

  • This provides accountability and gives employees a clear view of how they can progress.

6. Maintain Open Communication

Regular, two-way communication is key to a strong employer-employee relationship. Create an environment where team members feel heard and respected.

Address any concerns early before they develop into reasons to leave.

7. Benchmark Salaries and Rewards

Regularly review your salary and benefits packages against industry standards and similar job roles. At Sharp Consultancy, we offer a detailed salary survey tailored to finance and accountancy roles in Yorkshire to help our clients stay competitive.

Avoid promising salary increases or promotions that can’t be fulfilled—this damages trust and morale.

8. Offer Meaningful Benefits

While salary is important, it's not everything. Consider tailored, meaningful incentives such as:

  • Flexible working hours

  • Remote or hybrid work options

  • Extra annual leave

  • Childcare support or health & wellbeing initiatives

  • Understand what matters most to your team and tailor your rewards accordingly.

9. Recognise and Reward Effort

Don’t underestimate the power of simple, sincere recognition. Acknowledging hard work and achievements boosts morale and builds loyalty.

Make recognition part of your team culture—through regular feedback, team awards, or small gestures of appreciation.

10. Embrace Constructive Turnover

While retaining your top performers should be a priority, some level of staff turnover is natural and healthy. When someone does leave, conduct an exit interview to identify any underlying issues and use this feedback to improve the employee experience for others.

Sharp Consultancy: Experts in Finance & Accountancy Recruitment

Sharp Consultancy specialises in the recruitment of temporary, interim, and permanent finance professionals across Yorkshire and the North of England. From Part-Qualified Accountants to CFOs, we support businesses in building strong, high-performing finance teams.

Sharp Consultancy is a specialist finance and accountancy recruitment partner for businesses across Yorkshire and the North East Midlands. With a deep understanding of the local market and access to a network of high-calibre professionals, we help organisations secure the talent they need to succeed. If you're looking to strengthen your finance team, FILL OUT THIS FORM or give us a call (0113 236 6300 / 0114 261 1700) speak to one of our expert consultants today and find out how we can help.