IT’S NOT OVER TILL IT’S OVER!

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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Those of you who have known me for some time might be surprised to read that this is my first comment piece of 2021. Normally, I would be out of the trap like a rabbit during the first days of January with uplifting and inspiring words to share on how ‘new year brings new opportunities in your career’ and there’s ‘no better time to look ahead and shape the team around you for success’.

This year, however, has got off to somewhat of a different start.

I began 2021 much like I do every year. Phone calls to clients and candidates, exchanging pleasantries about the festive break, sending best wishes for the coming year and then moving on to discuss business. But during those early days of January, each conversation followed what was to become a very familiar path.

“So how are things?” I’d ask, to which I was met with, “We’re not really sure.”

I’d had comparable conversations with many of these same people pre-Christmas and the contrast in responses and mood could not be more stark. Then, there was a collective feeling that, let’s face it, 2020 had been – to put it politely – pretty rubbish all round; but as the end of the year approached there was a sense of optimism, the mood was decidedly upbeat, and you felt that a corner was very much about to be turned – “we just need to get through these next few weeks and 2021 will be a new start” (or words in a similar vein).

But then the hammer blow came – tucked into that week between Christmas and New Year when you are never quite sure what day of the week it is – that we were to be plunged back into a national lockdown.

Now you might say that this was not completely unexpected. In fact, you might argue that after the introduction of the tier system, the four week lockdown in November and the last-minute changes to relaxing the rules over the festive period, it was very much on the cards and was, by the majority of people, entirely expected. But despite all of signs that it was coming, it certainly knocked the wind out of a lot of peoples’ sails.

So why was that when we have effectively been living and working under enforced restrictions in some form or another for well over nine months now? The more people that I engaged with, the more apparent the answer became.

It was clear that nobody expected that this would all be done and dusted, as if the chimes from Big Ben would signal the time for COVID-19 to leave the party. But there was something about the shift from 2020 to 2021 that had given people something to hold onto as the end of the year approached, and that, come the new year, things could be and would be different. It was what had driven them on through those final weeks – possibly why for some the November lockdown was close to, as things currently stand, business as usual – as they drew on their last reserves of resilience to see out 2020 and be ready to face 2021 with renewed focus and determination.

And whilst for many, little changed from one day to the next following the lockdown announcement as they were already operating under some degree of restrictions, the collective psyche that we were leaving the rollercoaster of 2020 behind and turning a new page/making a fresh start/opening a new chapter (insert your own favourite cliché as you wish) which had helped people get through the final few weeks of the year had been whipped away overnight.

For many, the news that 2021 was starting with more of the same, took several weeks of mental adjustment whilst they got to grips with the situation, regrouped and reset their priorities. However the last week or so has seen the tide start to turn and my most recent conversations with those that I spoke with at the beginning of the year have been peppered with much more of the resolve and fight that will ensure that we emerge from this.

Any runners amongst you will have no doubt said at some point that the final miles of any race can be the hardest. It seems that there are still a few more miles of this particular race to be run – but we should all remind ourselves that we are now much closer to the end than we were at the beginning.

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.