​TAKING BACK CONTROL

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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This is (probably) my last comment piece for the year. And what a year. Normally, as we approach the wind down to the festive break I would be in a reflective mood; looking back at what the last 12 months have offered, lessons learned, key moments which have shaped our decision making and an optimistic look ahead to what the coming year may bring (*spoiler* my optimistic look ahead at the end of last year did not foresee a 2020 quite like this!).

As for so many, this year has been very much a rollercoaster but there’s one conversation – or a theme that has ran through many of the conversations that I have had with clients and candidates – that has really stood out. Control.

I remember fairly early on during the first lockdown, speaking with a business contact whom I have known for quite some time. They, like several others at the time, asked me what advice I would give as they looked to navigate the tricky circumstances that this unprecedented situation had placed us in. My words of wisdom – and I paraphrase a much more detailed response – centred around “don’t worry about what you can’t control”.

These conversations prompted me to recall a book which I have, over the years, referred back to many times: Understanding Organisations by Charles Handy. Within this, there was a specific paragraph which resonated with me at the time and, as we find ourselves in a position where, thanks to some extremely talented and dedicated scientists, the much-welcomed news of a vaccine has seen the first glimpses of light begin to appear at the end of what is a very long and dark tunnel.

This particular paragraph dealt with the notion that the human brain can only cope being unable to do something for around three months – after this point our natural instinct is for our brain to convince us that the reason we are unable to do a particular task is because we can’t do it and that ‘we are the problem’.

In recruitment terms, I’ve found this goes someway to explain why when people start a new job there’s a point – three months in – that if they feel they haven’t quite got to grips with all aspects of their role they think the position/company/industry isn’t for them and start to consider a change; in effect their confidence has gone. In actual fact, it’s probably closer to the six month mark that new team members really start to turn the corner and feel confident in their role and as a manager or business leader it’s imperative to recognise this and work with employees to dispel any doubts about their ability that may start to creep in during these crucial early months.

The reason our brain behaves in this way is because there’s only so long that people can cope with uncertainty. And this year, if there’s one thing that we have been certain of, its uncertainty. Back in the early days – March, April – organisations and individuals went into survival mode; there was a siege mentality as we faced each day, uncertain about what lay ahead. Initially, that collective ‘we are all in this together’ spirit was invaluable but as time has gone on, fatigue has started to set in and a continued uncertainty becomes very difficult for people to cope with and they want to take back (at least) some control.

To be realistic, there are some sectors which throughout this year have been – and are still – very much at the mercy of the restrictions that great swathes of the country are placed under. For them it is about nothing more than survival. But for others, who as I said, can start to very tentatively look ahead with a glimmer of hope and optimism, now is the time for these organisations to make positive moves away from survival mode and start to get on the front foot and plan for what lies ahead.

If we go back to the idea that our brains can only cope with being unable to do something for three months, this kind of positive shift in mindset is essential for the morale and well-being of staff that have be wrapped up in uncertainty and a lack of control for the last nine months. Even the most tentative of steps that begin to make the move away from ‘holding the fort’ to ‘planning for the future’ will be decisive in recapturing hearts and minds.

Sharp Consultancy specialises in the recruitment and executive search of finance and accountancy professionals. With offices in Leeds and Sheffield our highly experienced team of consultants recruit for temporary, interim and permanent roles across the full spectrum of positions throughout Yorkshire and beyond. CONTACT US today and speak to a member of our team about your recruitment needs or next career move.