MULTI-TASKING – OUR EXPERT GUIDE

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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Top of many potential employers’ list is a candidate who is able to multi-task. But there is a huge difference between juggling several tasks at once without making much headway and being able to completely manage your workload.

Master the art of multi-tasking and you’ll become more efficient at work, improve your performance and grow your career.

Are your expectations achievable?

Take time to plan out your week in advance and make sure that what you set out to do is realistic and achievable. The satisfaction of powering through your to-do list will be far more motivational than staring at a long list of tasks that are never likely to get completed.

Be realistic with your time

Time is a hugely important factor when it comes to your ability to multi-task; firstly you must be realistic about how much time each task will genuinely take to complete to the right standard and secondly, you have to be sensible about what time you have available to you. If you know you are going to be attending several meetings during the week, plan out how you can best use your remaining time to avoid rushing to get things done or missing deadlines.

Write things down

It can be easy to forget about a particular task so write a list by whatever method works best for you – there’s lots of helpful online tools available and for some, nothing beats a simple handwritten list. Taking the time to think through what needs to be done will reduce the likelihood that something will slip your mind.

Get your priorities right

Look at each task in terms of how long it will take and what deadlines you are working towards. Also consider whether you need information or input from elsewhere to enable you to move forward. If you require contributions from other team members, make sure you ask for these with plenty of advance notice so they can plan their own workloads accordingly.

Try not to worry about what you are not doing

Having a clear focus on the task in hand is essential so try to allocate each task on your to-do list to a particular day of the week or time of the day. Knowing that you are not going to work on XYZ until later in the week will allow you to concentrate more effectively on what is your current priority.

Two birds with one stone...

Look for efficiencies by grouping similar tasks together. For example if you know you need to speak to several clients across the week, try to set aside a morning or afternoon to schedule these all in to avoid repeatedly breaking off from other tasks.

Give yourself a break

Multi-tasking isn’t about burning yourself out or rushing through tasks as quickly as possible. Make sure you take regular breaks – including a proper lunch break – you will be more likely to keep a clear head and complete tasks more accurately and efficiently.

Avoid distractions

It can easy to become distracted from the task in hand and emails are one of the most likely causes. Allow yourself regular points in the day to check your emails rather than reacting to every notification as they come in and take you away from what you are doing.

Communicate

Let your colleagues know if you need some quiet time and if possible, move to a different area of the office or pop in some headphones to reduce the sound of others. If you want to avoid being disturbed, ask for messages to be taken on your behalf or set your phone to voicemail.

Also remember to communicate regularly with your team to make sure that your timeframes are coordinated to avoid any last minute panics or repeated requests for updates.

Be disciplined with your time

Unless something needs your immediate attention, try to stick to your proposed schedule as much as possible. It can be worth keeping a little time free during each day to deal with things that need to be looked at more urgently or that crop up unexpectedly.

It’s OK to say no

Sometimes it simply isn’t possible to squeeze something else into your day – and that’s OK. It’s better to say what is possible from the outset rather than agree to every request and produce work of a lower standard or miss a deadline completely.

Sharp Consultancy specialises in the recruitment of finance and accountancy professionals. With offices in Leeds and Sheffield our highly experienced team of consultants recruit for temporary, interim and permanent roles across the full spectrum of positions throughout Yorkshire and beyond. CONTACT US today and speak to a member of our team about your next career move.