Leaders Insight - with Chris Lewis, CFO 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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Welcome to "Leaders Insight” the first in an insightful series that delves into the captivating professional lives of these Senior level professionals and showcase their multifaceted expertise to inspire the next generation of CFO’s.

We will delve into the stories of CFO’s from various industries and walks of life, shedding light on some of the challenges they have faced on their journey to becoming a CFO, how they feel the role might change over the next decade, what key skills and attributes the next generation of CFO’s will need and how future technology might impact the role of the CFO.

This first instalment is with Chris Lewis at Endless LLP. Chris is big 4 trained and has a wealth of experience at listed and private equity backed businesses. Chris started at Endless LLP in 2015 as Financial Controller and was promoted to the position of CFO in 2019. More recently, Chris has been promoted to Partner in April of this year.

1.Which of your earlier roles played the biggest part in your career development to becoming a CFO?

I think there were two roles. The technical grounding and people skills that I developed whilst training to be an accountant at PwC remain invaluable. The training programmes offered by the big 4 / top 10 are unrivalled in my view. Secondly, my time at Priory Group was a much more commercial role with a strong P&L focus – I don’t think I looked at a balance sheet in four years. I also reported into the Group Board monthly at a relatively young age. There was no hiding place and it really helped to develop my skillset.

2.What is the one thing you know now that you wish you knew as a newly qualified Accountant?

That it is acceptable to say that you don’t know the answer right now, but you will come back with the right answer shortly. Don’t pretend to know everything – nobody can.

3.How important to you was a mentor / mentorship in your career progression?

So important. You should never underestimate the value of somebody who is willing to sacrifice their own time to help you develop and progress in your career. My mentor at PwC was technically exceptional but, more importantly, experienced, and very wise. It helped a lot to have that sounding board and I try to offer that to my team now.

4.The role of a CFO has changed over the last decade. What further evolution do you see in the role of the CFO over the next 5 to 10 years?

The role is always evolving. I think the next 5-10 years will bring about two challenges. One of those will be people – employee expectation of employer will change dramatically in my view and helping a business to manage that will be crucial to the success of any CFO. The second challenge will be technology. Tech Stacks, Data Lakes/Warehouses and AI (amongst many other things) will play a huge part in the role of the CFO in the next decade. Today’s CFO is facing up to a generational shift in how the finance function serves the wider needs of the business.

5.What new key skills or attributes do you think the next generation of CFO’s are going to need to develop?

Exceptional IT literacy will become a pre-requisite in my view. My generation talks a good game but proficiency in Excel is just so 90’s. Certain core skills will always be important though – provision of quality MI and knowing the numbers inside out, carefully managing numerous stakeholder groups, being front and centre of the business, offering leadership and strategic guidance. They will always be key attributes and as night follows day, a trusted, versatile and highly competent CFO will always be critical to any Board.

6.Having become a CFO what do you “think of the view from the top” and how does it compare to what you thought it would be like?

It is the best place to be. Undoubtedly better than I anticipated. The CFO should be central to everything that is happening in the business and it means that no two days are the same. It’s fast paced, exciting, influential, and challenging all rolled into one.

7.What technologies will reshape the role of the CFO over the next few years?

See point 4. I suspect there are also technologies we’ve not yet heard of that will also reshape the role of the CFO over the next few years. The speed of technological progression is quite daunting. I used AI to create a bedtime story for my kids the other night…

8.What is the one single best piece of advice you would give to an aspiring future finance leader?

I’d say what I said when I was judging Young Accountant of the Year – never turn down an opportunity. For better or worse, it will provide you with valuable experience and, if nothing else, it’ll give you something to chat about whilst networking!

Sharp Consultancy specialises in the recruitment of temporary, interim and permanent finance professionals. With offices in Leeds and Sheffield our highly experienced team of consultants recruit for positions throughout Yorkshire and beyond. CONTACT UStoday and see how we can help.

Leaders Insight - with Chris Lewis, CFO at Endless LLP

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