INTERVIEW MISTAKES THAT YOU DON’T WANT TO MAKE

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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A job interview can be a nerve-wracking experience and it can be all too easy to come out of the meeting and feel that you have blown your opportunity. There are some common interview mistakes which are easy to make, but thankfully, when you know what to look out for, straight-forward to avoid.

Here are our top five interview trip hazards and our suggestions for how not to fall foul of them:

1.Lack of preparation

The single biggest mistake you can make is a lack of preparation ahead of the big day. It is vital that you do plenty of research into both the job role and the company and there is a wealth of information that can be found by looking at websites, social media platforms and LinkedIn profiles of current employees. It is also essential that you fully familiarise yourself with your CV, understand how your knowledge and experience matches the key criteria outlined in the job role description and review answers to questions that you are most likely to face. And do not overlook some basic preparation steps; make sure that you know when and where your interview will take place, check your journey time if it is in person or ensure that you have the correct log in details and set up if it is to be held remotely.

2.Not being confident

It is important that you demonstrate confidence in your interview and convince your would-be employer that you are absolutely the right person for the role. Ensure that you come across in the right manner – you do not want to appear arrogant or that you believe the job is already in the bag. Communicate your confidence not only in the answers that you give but also through positive body language such as eye contact and appearing enthusiastic and engaged in the conversation.

3.Being dismissive of your current role or employer

It is understandable that you are looking for a new role because you are unhappy with at least some aspects of your current position whether that is lack of promotion or progression opportunities, a poor relationship with your line manager or desire of a better salary package. However, it is important that you take a positive approach and communicate your reasons for seeking a new role in a professional manner.

4.Not selling yourself strongly

It can be difficult to strike the right balance between demonstrating your suitability for the role and coming across as a bit of a know-it-all. One of the biggest failures is leaving the interviewer unsure about what your personal contribution is to a particular project or success – an easy way to rectify this is to make sure that you use the word ‘I’ rather than ‘we’. However, make sure that you clear on what part you did play and do not try to take credit for work that you had little or no involvement with – a small amount of careful probing from an astute interviewer could soon see you come unstuck!

5.Failing to make a lasting impression

It is important you stand out from the crowd (for the right reasons!) and when interviewers are faced with a decision between two of more candidates that demonstrate similar skills and experience, it can often be personality that will tip the balance in favour of one individual over another. Demonstrating that you are the right fit for a company’s culture and values as well as the team you would be joining is just as important as showing that you have the technical attributes needed for the role. Be sure to let your personality, as well as your experience, shine through.

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 US today to discuss your recruitment needs with a member of our team.