Second Interview Success - How to Prepare and

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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Being invited to a second interview is a strong sign that you’ve made a great first impression. But it’s important not to treat this stage as a formality. Whether you're an experienced Finance Director, a Part-Qualified Accountant, or a candidate for a temporary or interim finance role, the second interview is your opportunity to stand out and confirm why you're the best fit.

At Sharp Consultancy, we work closely with clients and candidates across Yorkshire and the North of England to guide them through every stage of the hiring process. Here’s our expert advice for making your second interview count.

Understand the Purpose of a Second Interview

A second interview is rarely a repeat of the first. Employers may use this stage to:

Compare closely matched candidates to evaluate their experience, skills, strengths and weaknesses against the role requirements to find the better fit.
Involve additional team members in the decision to see how you will fit into the wider team and working environment as well as align with the company values.
Confirm their initial positive impression of you and gain deeper insight into how you’d perform and develop in the role over the long term.

Even if you are the only person invited back, don’t become complacent. A lacklustre second meeting can undo all the progress you've made in the previous stages.

Ask the Right Questions Beforehand

If you have used a Recruitment Consultant ask them the following:

How many other candidates are at this stage?
What feedback was provided from the first interview?
Are there any concerns or gaps to address?

Knowing what the employer is still unsure about can help you tailor your preparation and reinforce your suitability for the role.

Do Even More Research

Use your second interview to show deeper insight into the company, its challenges, and its culture. Go beyond the basics by:

Reviewing industry news or recent company announcements.
Understanding how your experience aligns with their business objectives.
Exploring how your skills could solve their pain points.

Whether the role is in Corporate Finance, Audit, FP&A, or another key area, demonstrate that you’ve done your homework and are serious about joining the team.

Stay Positive and Professional

It’s perfectly normal to feel nervous—but remember, you’ve been invited back because the employer sees potential in you. Approach the interview with:

Confidence in your ability to contribute to the company.
Enthusiasm for the role and company.
A mindset that this is your opportunity to confirm your fit.

Maintain a friendly, polished demeanour throughout, especially when meeting new interviewers or potential colleagues.

Build Strong Connections

In many cases, the second interview is about assessing fit—not just capability. Employers want to know:

Will you integrate well into the team?
Are you a good environment and value fit?
How would you handle team dynamics or client interactions?

Show emotional intelligence, professionalism, and adaptability in your responses and body language.

A man at a desk with a laptop, brainstorming ideas for a job interview, with a light bulb glowing above him.

Address Previous Interview Gaps

Use the feedback from the previous stages to reflect on how the first interview went. Ask yourself:

Did you fully answer every question?
Were there areas where your experience didn’t come through?

Prepare examples or stories to reinforce your strengths and revisit any unanswered or unclear questions—this shows initiative and reflection.

Demonstrate the Value You Bring

This is your chance to go beyond the job description. Focus on:

The specific challenges the company may face and how you can help overcome them.
Examples of when you’ve added value beyond your role.
Strategic or operational insights that show you think like a future team member, not just a candidate.

This approach is especially important when interviewing for senior finance roles, where hiring managers are looking for professionals who will drive change, improve performance, or deliver tangible results.

Ready to Take the Next Step in Your Finance Career?

Whether you're preparing for your second interview or hiring for your finance team, Sharp Consultancy is here to help.

We specialise in the recruitment of temporary, interim and permanent accountancy and finance professionals throughout Leeds, Sheffield, and across Yorkshire. From entry-level finance jobs to C-suite appointments, our experienced team provides expert advice and support at every stage.

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.

Second Interview Success - How to Prepare and Impress