WHAT TO LOOK FOR IN A POTENTIAL MANAGER IN AN

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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Interviews are very much a two-way street however, whilst you are focused upon creating the best possible impression, it is possible that you might miss those tell-tale signs as to whether or not you could be making the right career move.

It is important to remember that the interview is as much about you gaining an insight into the company you could potentially join and – if its your potential new boss conducting the interview – an opportunity to see if you feel like they will be good manager to work with.

Whilst there are no fool-proof ways to guarantee you will be making the right move, there are some key signs to look out for and crucial questions to ask which can help when it comes to making your decision.

Communication: Has all your contact in the run up to your interview been clear and concise? Was the interview date and time arranged in a timely and organised fashion? Has your interview been rearranged on more than one occasion for reasons that seemed avoidable?

First impressions count: Just as you are looking to make a good first impression, what did your instincts tell you at the outset? Key factors to consider include; did they arrive on time for the appointment, did they appear organised and well prepared, did they start the interview by trying to put you at ease?

Interest: Even if the process requires a pre-determined set of interview questions to be asked, a good manager will demonstrate that they are interested in your answers or will refer to something they have gleaned from your application. Do they appear interested by your answers by demonstrating positive body language, holding eye contact and providing encouragement towards you during your responses?

Pertinent questions: Are they asking questions which are clear to understand and enable you to answer confidently and concisely? If you need to repeatedly seek clarification on their questions this could indicate that they may not be a strong communicator when it comes to giving direction. Do they have a clear understanding of the role and the part it plays within the team?

Passion and enthusiasm: Do they seem to enjoy their own role and speak highly of the company? How long have they been in their role? Do they champion the business and sell it as a great place to work?

Colleagues: How do they speak about other members of the team? Do they talk positively about the direction the business is taking and the contribution that is made by their employees? What do they say about the person who previously worked in that role? How did the vacancy come about? Negative responses could indicate that someone has departed on less than favourable terms or if they display frustrations about how the team is performing it could indicate that dissatisfaction within the department.

Questions: Did they give you the opportunity to ask questions at the end of the interview? If not, it could demonstrate that they only see the interview as being for their benefit. How did they respond to your questions? Were they keen to engage, or did they seem to just be going through the motions?

Outcome: Did they give a clear indication of what the next steps would be and when they would be looking to make a decision? A good manager will have a good idea of where they are in the recruitment process, what the next step would be and would be keen to provide assurances that an outcome would be communicated in a timely fashion.

Sharp Consultancy specialises in the recruitment of temporary, interim and permanent finance and accountancy professionals. With offices in Leeds and Sheffield our highly experienced team of consultants recruit for positions throughout Yorkshire and beyond. CONTACT US today for expert advice on your next career move.

WHAT TO LOOK FOR IN A POTENTIAL MANAGER IN AN INTERVIEW

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