ASK THE EXPERT – HOW DO I KNOW IF A COMPANY WILL

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.

Read article

I’m searching for a new role and I want to make sure I make the right decision about my next move – what should I be considering to ensure that my next company is right for me?

This is such an important part of the job search process and one, which if overlooked, can end up turning what initially looks like a dream job into a wrong move.

It’s very easy when you are caught up in the excitement of the prospect of a new role to somewhat ignore some of the red flags or warning signs which can appear at different stages of the journey. And whilst finding – and securing – the right role is difficult; you shouldn’t overlook how important it is to opt for an organisation where the culture and values align with your own.

During the interview process, potential employers will be looking to hire candidates that will flourish in their corporate culture, and it is essential that you also use this as an opportunity to evaluate whether or not the company, your new colleagues, the leadership team and your boss will be right for you.

So what should you be looking for? An organisation’s culture will be based upon the ideas and beliefs that the company has, and this will – or should – run all through the business and every aspect of its operations to shape how it does business and the way in which its employees behave.

Ensuring the right cultural fit is important both from an employee and employer perspective; individuals are most likely to thrive when they are in an environment that they feel comfortable in and are able to operate and express themselves confidently. Whilst there will be slightly different approaches, each member of the team needs to be on the same page and working towards the same operational goals, particularly as your own professional growth and progression are likely to be entwined with surrounding yourself with like-minded individuals and a team that you can get along with.

There’s no right or wrongs when it comes to determining if an organisation has a ‘good’ culture as it is very much down to individual characters and personalities; for example a highly driven and sales focused environment may suit someone who thrives in that atmosphere whereas for another person, a business that is built around collaborative team working might be more suitable.

How to gain an insight into an organisation’s culture:

1.Do your research. Take a look at the company’s website, follow them on social media, read articles in various media titles to help you build a picture of how they are looking to present themselves.

2.If you are attending the interview in person take a good look around. Does the environment seem formal or more relaxed? Look for clues such as the layout of the office, how members of the team are interacting with each other – is there seem to a lot of communication between them or is the workplace more subdued – what is the dress code, are the senior management working alongside other members of the team or are they in separate offices?

3.Read between the lines. During your interview ask key questions about the aims and objectives of the organisation and how they plan to achieve these – listen carefully to the answers they share to get an indication of how much emphasis they place upon the various factors needed to reach success.

4.Show an interest in the person who is interviewing you and their experience of the company. How long have they been with the organsiation, what training and development opportunities have they benefited from, what is their management style, do you feel motivated and inspired by them?

5.Talk to others. Ask if there is an opportunity during the recruitment process to meet the team you would be potentially working with to see if these are people that you could gel with.

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.

ASK THE EXPERT – HOW DO I KNOW IF A COMPANY WILL BE RIGHT FOR ME?

Latest News & Insights.