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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 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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Starting to search for a new role is one of the biggest decisions you will make. For some, it may be very clear that the time has come to move on but for many, there could be a number of different factors to take into account before polishing up your CV and searching for that dream next move.

It can often take time to reach the conclusion that a new role is what you need – some people take between 12 months and two years before taking the steps to make the change. Whilst it may be good to take time to think through your options and not take drastic measures to having had a bad day at the office, it is also beneficial to consider if there is something which is holding you back and making you stay in a job you no longer enjoy such as opportunity for progression.

Have you got your feet well and truly under the table?

Your current role may be well within your comfort zone, you know what you are doing and you are getting paid a good salary. But it may no longer offer you any sort of challenge and as a result your heart just isn’t quite in it anymore. You are comfortable – but whilst it may seem like the easy option just to carry on, long-term you could find that you become increasingly dissatisfied with your position, your confidence will decrease and that dream role you have always wanted gets further and further out of reach.

What if you make the wrong decision?

This can be particularly tricky, especially if you are not majorly unhappy in your current role but you know that to take the next step in your career a change will be necessary. It’s worth having a chat to a specialist recruiter who can work with you to understand what you want to achieve in the longer term and can help map out the steps that will help you to achieve your goals.

Do you think that you would be letting your boss or colleagues down?

Loyalty is an important quality and one which is highly valued by employers and employees alike. Your boss may have given you a great opportunity or supported you in the past however if when you look ahead you cannot see that there is anywhere else for your to go, it could be time for you to look elsewhere. It is always difficult to leave behind your team members – particularly if you have worked with them for a long time and consider many of them to be friends. You might also feel guilty that your departure could be unsettling or add to the workloads of others but remember, nobody is irreplaceable and by leaving you may open up new opportunities for others.

Could you be jumping out of the frying pan into the fire?

What if my next job is no better than the one I’ve got? It is always beneficial to look at what you don’t like about your current position and try to separate aspects of the role itself with what you feel about the company and the people you work with. You might find that you enjoy the work that you are doing but a different organisation would be a better fit for you culturally; alternatively there could be elements of your current job where you would like to develop more in-depth knowledge and you should look to seek out opportunities within specialist areas.

Do you have time to look for a new job?

Searching for a new role can be extremely time consuming and potentially difficult to find opportunities to attend interviews around your current employment. Research which recruitment experts specialise in your sectors – they will work hard on your behalf and prove to be a useful conduit between yourself and potential employers.

What if you are rejected?

Are you put off applying for a new position just in case you don’t get it? It’s only natural to not want to experience rejection but instead of letting that hold you back, make sure you do your research into what the role involves and prepare careful responses to demonstrate your knowledge and experience. Put yourself in a practice interview situation to hone your skills – particularly if it has been a while since you applied for a position – and bear in mind that interviews are a two-way process so it is as much about you finding out if the opportunity and the company is right for you.

It is worth arranging an informal appointment with an experienced recruitment consultant who will be able to discuss with you the range of opportunities available and offer you confidential career advice which can help you come to the right decision.

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 to find out more.

WHEN IS THE RIGHT TIME TO MAKE THE MOVE?