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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 Run a Successful Interview for Accountancy and Finance Roles

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The interview process plays a critical role in identifying the right talent—but it’s not just the candidates who need to prepare. For employers looking to recruit high-calibre finance professionals—whether for a temporary, interim, or permanent role—it’s essential to approach interviews with structure, insight, and professionalism.

At Sharp Consultancy, we support organisations across Yorkshire with the recruitment of finance talent at all levels—from part-qualified accountants to Finance Directors (FDs) and Chief Financial Officers (CFOs). Here’s our guide to conducting an effective, professional interview that reflects positively on your business and helps you secure the right candidate.

A man and woman engaged in a handshake at a desk, representing partnership and mutual agreement in a professional setting.

Choose the Right Interview Format

When recruiting for finance roles such as Management Accountants, Financial Controllers, or Finance Business Partners, consider what interview format suits both the role and the stage of the recruitment process:

  • Phone interviews are great for early-stage screening.

  • Video interviews via Zoom or Teams work well when geography is a factor or for interim appointments.

  • Face-to-face interviews remain key for final-stage assessments and senior finance appointments.

Decide whether your process will follow a structured format, where each candidate is asked the same questions, or a more conversational approach tailored to the individual’s background.

Select the Right Interview Panel

The hiring manager—often a Finance Director, HR Business Partner, or Managing Director—should typically be involved in interviewing, especially for qualified or senior finance roles.

Remember: the interview is a two-way process. Choose interviewers who will positively represent your company culture, speak credibly about the team and wider business, and be enthusiastic about the opportunity.

Time It Right

Most first interviews for finance roles should last around 45–60 minutes, with more time given for second-stage or senior-level appointments such as Group Financial Controller or Head of Finance.

If you’re seeing multiple candidates in one day, build in buffer time between interviews to avoid running late or rushing through important conversations.

Plan the Practical Details

Ensure the location is professional, accessible, and welcoming. Whether interviews are taking place at your office or online, ensure that candidates receive clear instructions in advance:

  • Who they will be meeting

  • The expected duration

  • Directions, parking information, or joining links

  • Any supporting material they should bring (e.g., portfolio, case study presentation)

If interviewing in person, ensure someone is available to greet candidates and offer refreshments—it’s the small details that make a difference.

Be Fully Prepared

Have a printed or digital interview pack for each candidate, including:

  • A copy of their CV and cover letter

  • Any pre-interview exercises or assessments

  • Notes or feedback from other stages of the process

Preparation also signals professionalism and respect for the candidate’s time and effort.

Ask the Right Questions

A notebook with question marks and a pen, resting on a rich brown surface, inviting curiosity and thought.

To evaluate suitability, ensure you tailor your questions to the technical competencies, sector experience, and commercial awareness needed for the role.

Examples:

  • “How have you improved financial reporting processes in your current role?”

  • “Can you give an example of where your insight influenced a strategic business decision?”

  • “What are the key financial challenges facing our sector right now?”

Structured questions allow for comparison across candidates, while follow-up questions help explore their depth of experience.

Help Candidates Feel at Ease

Finance interviews can be high-pressure, especially for newly qualified candidates or those moving into their first management role. Set a positive tone:

  • Offer a drink

  • Start with small talk (“How was your journey?”)

  • Create a welcoming environment before diving into technical or competency-based questions

You’ll gain better insight into a candidate when they feel comfortable enough to be themselves.

Closing the Interview

Before wrapping up, give candidates a chance to ask questions—it shows engagement and gives them clarity.

Be transparent about next steps, timelines, and how/when they will hear back. Even if you're still deciding, maintain communication—finance professionals in demand won’t wait around without feedback, and you risk losing your preferred choice.

Always follow up with every candidate, whether successful or not. This reflects well on your employer brand and helps build a reputation as a professional, people-first organisation.

Need Support with Interviewing or Hiring Finance Professionals?

Sharp Consultancy is a specialist recruitment firm with a proven track record in placing high-quality accountancy and finance professionals across Yorkshire and the North.

Whether you're recruiting for a Finance Analyst, Qualified Accountant, or CFO, our experienced consultants in Leeds and Sheffield can help you attract and secure the right talent.

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, CONTACT US to speak to one of our expert consultants to find out how we can help.