Why Partnering with a Specialist Finance

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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When hiring into your finance team—whether it’s an Assistant Accountant, Finance Business Partner, or Finance Director—finding the right talent can be challenging.

Many businesses choose to partner with a specialist recruitment consultancy to secure the best candidates efficiently and effectively. Here’s why engaging a finance recruitment expert can make a real difference to your hiring process.

1. Save Valuable Time

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Recruiting finance professionals involves multiple stages: crafting job descriptions, advertising roles, reviewing applications, arranging interviews, and negotiating offers. This is time-consuming and can distract managers, Finance Directors, and CFOs from strategic responsibilities.

A specialist recruitment partner streamlines the entire process, handling the early stages and presenting you only with carefully selected, high-quality candidates who are ready to interview.

2. Sector Expertise and Market Insight

A strong recruitment partner does more than source CVs. They understand the accountancy and finance market—from skills in demand (such as FP&A expertise or systems implementation) to current salary benchmarks across Yorkshire and beyond.

They’ll advise on candidate availability, market challenges, and the competitive landscape, ensuring your offer is attractive and aligned with industry expectations.

3. Access to Hidden Talent

While job adverts reach active jobseekers, many high-calibre finance professionals are passive candidates—not actively applying for roles but open to opportunities that align with their career goals.

At Sharp Consultancy, our consultants have long-standing relationships with professionals across finance disciplines, giving clients access to this hidden pool of talent.

4. Salary Negotiation and Offer Management

After identifying your preferred candidate, making a competitive offer is crucial. Falling short at this stage can lead to losing your top choice.

We provide up-to-date salary data for roles ranging from Part-Qualified Accountants to Chief Financial Officers, advise on benefits packages, and manage negotiations to secure a successful outcome.

5. Fresh Perspective

Replacing a departing finance team member often leads to a like-for-like hire. A recruitment partner challenges this approach, asking questions about your short- and long-term goals to identify skills and experience that could bring a new dynamic to your finance function and add greater value to your organisation.

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6. Strong Interview Shortlists

By conducting first-stage screening and interviews, a specialist consultant ensures that every candidate you meet has the right technical expertise (whether that’s statutory reporting, budgeting, or M&A support) and cultural fit for your business.

This targeted approach means you spend less time filtering applicants and more time choosing from a highly qualified shortlist.

7. Flexible, Solutions-Focused Approach

Sometimes you need an immediate solution, such as a temporary or interim finance professional to cover a resignation, illness, or long notice period. A good consultancy provides these options quickly, ensuring continuity in your finance function without compromising on quality.

8. Specialist Knowledge

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Finance recruitment requires more than generic hiring skills. A dedicated consultancy brings deep sector knowledge, understanding the nuances of finance roles, professional qualifications (ACA, ACCA, CIMA), and industry-specific challenges. This expertise allows for more strategic advice and a better overall hiring outcome.

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 USto speak to one of our expert consultants to find out how we can help.

Why Partnering with a Specialist Finance Recruitment Consultancy Gives You the Hiring Edge