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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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​WHAT IT TAKES TO BE…. A PAYROLL MANAGER with Roxanne Talbot

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The role of a payroll professional has evolved significantly in recent years and is very much recognised as a very skilled and expert role that requires qualifications and considerable experience to deliver a successful service.

As part of a regular series of articles where we talk to those in different roles and industry sectors, we caught up with Roxanne Talbot who has many years’ experience working in payroll to discuss her career to date, what she looks for when recruiting new team members and what those looking to forge ahead in the sector should consider in order to achieve success in this complex and challenging role.

What was your first job in payroll and how has your career developed?

My payroll career began in my early 20’s working for DWP as a HR and Payroll Advisor processing payroll for people working within the Jobcentre Plus. After a few years of working for DWP I moved to McKesson Shared Services to process Payroll for the NHS – both roles gave me a tremendous amount of experience and knowledge which gave me the confidence to advance my career further.

I then moved into a more challenging role as an Assistant Payroll Manager for Education Placement Group where I studied and achieved my Foundation Degree and BA(Hons) in Payroll Management and Applied Business Management. After five years, I had gained significant experience and had enhanced my knowledge and skills to allow me to apply for a role as a Payroll Manager and was successful. I am now employed by a Government Department, managing and delivering a complex and challenging payroll that continuously keeps me on my toes!

Have you always wanted to pursue a career in payroll?

I’m very much like a number of payroll people – I was lucky that this career chose me, and I am so glad and grateful that it did. When I landed my first job as a HR & Payroll Advisor I had actually applied for a job as a Jobcentre Advisor! I had no idea that I would be placed as a HR & Payroll Advisor, but ever since that day my love for payroll has continued, and my eagerness to be successful in this profession has grown stronger!

I love payroll because each day is never the same. I love the customer service side of things; but my favourite part is the fact that legislation and payroll requirements are constantly changing and improving. There is always something new to learn that keeps you engaged and striving for more.

What would you say are the key qualities and skills that someone must have in order to succeed and build a career in payroll?

Payroll is extremely important within every organisation and holds a huge responsibility and I would say there are two distinct parts to the role which require very different qualities and skills.

Firstly, payroll is a customer service-based role. You are, maybe without realising it, delivering a paramount service that requires you to be patient, understanding, compassionate, eager and have a desire to solve problems that will resolve and restore faith.

Secondly, payroll is complex, challenging and ever changing and because of this, those working in payroll are required to understand the legislative requirements around processing all types of payments and how they should be treated in respect of Tax, NI and Pension. There is so much to know in this field that it requires a person that is determined, dynamic, adaptable, flexible and strives to always do things right!

What advice would you give to someone looking to pursue a career in payroll?

For those entering the field, payroll is a rewarding, fast paced, intricate and customer focused role that will keep you interested and focused. You can leverage your career by doing qualifications and gaining more experience, and I would certainly recommend that you look to attend industry events that will help broaden your thinking and determine your future career goals.

If you are looking to move into a more senior role, firstly, don’t be scared! If you have the knowledge and experience, be confident that you have the ability to fulfil the role as a senior officer, assistant manager or manager – wherever you are in your path. Look to gain as much experience as you can by challenging yourself to step into areas of payroll that you have not dealt with before to build your knowledge and skills. If you have a good manager, they will welcome your eagerness and will look to set objectives that will help you achieve goals.

When it comes to recruitment, what do you look for in your ideal candidate and what makes them stand out from the crowd?

When recruiting the imperative thing for me is the person’s attitude. Whilst technical skills are required, it’s vitally important that the person is able to connect with the customer, to understand the impact payroll issues can have and has the willingness to go the extra mile to resolve any problems. Not only does someone need to have great analytical and problem solving skills, but I also look for an empathetic person that has a desire to help.

How do you think the role of a payroll professional has evolved in recent years?

The role of a payroll professional has evolved so much over the years and now, more than ever, it is recognised as a very skilled and expert role that requires qualifications and considerable experience to deliver a successful service. It’s evolved in a positive way and is now recognised as a career and not simply just a ‘job’ and the important contribution that it makes to the successful running of an organisation will see it strengthen.

Organisations are realising the management information and data that can be derived through payroll can help them to understand their businesses better which will aid them in making positive, impactful changes that will add value.

What has been the biggest change or challenge to affect payroll?

Whilst payroll faces continual changes through the introduction of new legislation or changes to regulations, undoubtedly the biggest challenge that those working in payroll faced - and continue to face - is the COVID-19 pandemic. Whilst my organisation was fortunate in that its workers were front line and we did not need to use the furlough scheme, like all organisations it still added additional pressure to the payroll function with increased reporting requirements for the business, large scale absence administration, legislative updates, business communications and the adaptation of working from home.

What additional changes to working practices have come as a result of COVID-19?

The COVID-19 situation has affected all those working in payroll; requiring quick adjustments to be made that would ensure delivery as usual with little or no impact to employees pay.

In addition, many organisations had to adapt quickly to the transition of working from home to ensure tasks were completed as normal and the service was uninterrupted. Managers also had to develop stronger trust in their teams and processes; and whilst it is challenging to manage teams virtually, the pandemic has made a number of organisations realise that they can depend on teams working from home and have a better productivity rate.

One particular area of focus was the move from face-to-face training and development to virtual video call. Whilst as an organisation, we are fortunate to have a virtual option, it’s much harder to deliver training and keep people engaged. It required people to become more creative to keep people engaged through those sessions – especially during a time when all interactions were virtual.

How do you see the future for those working in payroll?

The future of payroll looks positive, yet it becomes more challenging and complex each day. Each year payroll becomes more affiliated and recognised as a career path, rather than just a job.

CIPP have worked hard to get people and organisations to recognise payroll as a profession and their vision is starting to be realised. I anticipate that organisations will start to emphasise the importance of gaining payroll qualifications to help engage, upskill and give employees confidence in the services they provide.

Additionally, there will no doubt be further changes to payroll legislation that might see additions to statutory payments, and reporting requirements that will help organisations to further analyse their organisations to help embed equal opportunities within organisations.

Sharp Consultancy specialises in the recruitment of temporary, interim and permanent transactional finance professionals across the full spectrum of roles including accounts payable, credit control, payroll and purchase ledgers. 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.