INSIDE VIEW – AMY WELLS, CHIEF STRATEGY OFFICER AT

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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International Women’s Day (8 March) is a global day celebrating the social, economic, cultural and political achievements of women. The day also marks a call to action for accelerating women’s equality.

We caught up with Amy Wells, Chief Strategy Officer at JLA, a private equity backed critical asset supply and services business who shared her thoughts on championing diversity in the workplace.

Having graduated from Newcastle University with a degree in Economics, Amy joined PwC where she qualified as a Chartered Accountant before taking up an Analyst role at Rothschild where she progressed to Director. In 2019 she joined JLA as M&A Director and was appointed to the Executive Board as Chief Strategy Officer the following year.

What do you perceive are the main advantages and disadvantages to being a woman at work?

For me the main advantage would be the ability to offer a different perspective. Every individual offers something different to the workplace and I believe it is important not only to build diverse teams, but also to understand and appreciate each other’s differences and the diversity of thought and perspective that brings. Whether it be diversity in the form of gender, ethnicity, religion, age or sexual orientation, collectively those unique and different individuals will make a more well-rounded, successful team.

I think the main disadvantage for most women is balancing work and a career with family life. Having become a parent myself just 9 months ago, I can foresee very different life and work challenges to come when I return from maternity leave. But a good employer should recognise the challenges parenthood brings, regardless of gender, and support its employees to fulfil their family life alongside their work commitments, in whatever form that support takes.

What is the best piece of advice you have been given?

Don’t be afraid of change. In today’s fast paced environment change is almost inevitable, so it is important to learn to embrace change, focus on the positives and the opportunities it can bring.

What is your biggest success or challenge completed?

I am very proud of my career to date (thank you to Sharp Consultancy for their part in my journey!) but particularly my time in Investment Banking at Rothschild. When I entered the world of Investment Banking as an Analyst I was the first female in the team, in fact I was told that I was hired as the “token female”. Despite the preconceptions of others, I worked hard, was extremely dedicated and brought a different dynamic to the team, all of which helped me to be recognised and progress quickly through to Director. Embracing the challenge of being a young female in a very male dominated environment has certainly underpinned my passion for diversity in the workplace.

From a work perspective, what would be the one change you would make to help forge a gender equal world?

Employer encouragement for both parents to be very much involved in family life. When it comes to job offers and promotions I believe there is less gender bias today than 10 years ago (although it still exists), however, women still take the majority of the responsibility when it comes to children. When I return from maternity leave my partner will take equal share of responsibility when it comes to our family and his employer has been very supportive of this. I believe the more this is encouraged the easier it becomes for women to enjoy their work and achieve their career aspirations alongside enjoying family life.

Who is your female role model and why?

I don’t have a single female role model, but there are many women close to me who I admire. From my mother who was a successful undercover police officer back in the 80’s, to female friends and family members who juggle everyday life with being working professionals and giving 110% to both.

Are there any particular initiatives that your organisation has in place which have had a significant impact on diversity and inclusion?

Although it is the role of all colleagues to be part of the D&I drive, we have an amazing HR Director who won the Financial Times Championing Gender Diversity Award in 2019, and she is leading a host of initiatives to ensure our female colleagues are supported in their development and progression through the business. A particular focus at the moment is around attracting more women into engineering roles at JLA, and we are currently partnering with The Women's Engineering Society on this topic.

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.

INSIDE VIEW – AMY WELLS, CHIEF STRATEGY OFFICER AT JLA