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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 right​What 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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25 YEARS AGO TODAY…………

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​…I joined Sharp Consultancy. That’s 25 years!

I’m not quite sure how it happened, one minute I’m a fresh faced 25 year old embarking on a change of career (several years in banking prior) and the next….well, I’m not so fresh faced!

Recruitment is a notoriously high attrition industry and additionally, many in recruitment don’t practice what they preach when it comes to career management (i.e. don’t job hop). I therefore thought I’d take a moment to reflect on what has kept me in the industry for so long, with the same business for so long and just as passionate and enthusiastic about this industry as I have ever been.

First though, a few thoughts on that career management point. If you are going to have a long and fruitful career at anything, there are going to be storms you have to weather. There are going to be lots and lots of opportunity to give up. Many of us like reading about or listening to sporting superstars or tremendously successful businesspeople, the ‘How to’ books sell in their millions. We quote them, talk about their dedication and commitment, their sacrifice and pain, the dark days and the could easily give up days – we get it, we understand why they made it against the odds – and then we do exactly the opposite.

The last 25 years has had many storms – there was the dot com bubble bursting, the worst recession for a generation after the banking led crisis in 2008, the worst recession for 300 years with the pandemic (not to mention the pandemic itself) and of course there’s one’s own demons and challenges that have to be faced. Business and life ebbs and flows (Eckhart Tolle’s book The Power of Now covers this really well – great book by the way) and is not constant. It all must be weathered. Manage the difficult times – excel in the better times….ebb and flow.

Back to my main point – why this industry and this business for so long? Sharp Consultancy’s strap line is ‘Great people are our business’. I like it – it works on different levels and its great people that make this job what it is. In what other industry do you have so many peoples hopes and dreams in your hands? In what other industry can you make such a major impact on someone’s career and future? – after all, one’s job affects every aspect of one’s life. For some this role is just transactional – get someone a job. Get a client a new employee. Just a transaction. But for me that’s just the veneer, what we do matters, and I absolutely love it – we aren’t supplying office stationery we’re supplying human beings with all the emotions and complications and possibilities that brings.

Then there are the people I have and do work with. There have been many amazing people with shared values and beliefs. We have and continue to share in each other’s aspirations, we’ve shared pain and we’ve shared great success. I have learned so much from them and I hope they have learned things from me. The business has given me every opportunity I have wanted – all I have had to do is reach out and grasp it. How many businesses really offer that?

Technology is having an impact on recruitment and it isn’t all positive – technology can remove the advisory element, the personal touch and make the process cold and transactional, it can remove the ‘person’ from the hiring process - like marrying someone you’ve never met because you are a ‘match on paper’. Despite this, I believe we have an amazing industry which still has an immense opportunity to make a difference to the success of businesses and even more importantly, to the future careers and lives of individuals; who would ever want to give that up?

With the challenges of the last year beginning to ebb away I look forward to what I believe will be many more wonderful years to come in this fascinating industry (unfortunately probably not another 25 though).