SPOTLIGHT ON…PART-QUALIFIED AND NEWLY QUALIFIED

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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In the first of a new series, we’ll be examining in detail a particular area of accountancy and finance recruitment and finding out more about the current market for both candidates and employers from one of our highly experienced consultants.

We caught up with Jack Curtis, Business Manager in our Sheffield office to find out more about the part-qualified and newly qualified market in South Yorkshire, North Derbyshire and surrounding areas.

Jack joined Sharp Consultancy in 2020 having previously spent several years with a well-known national recruiter. Having graduated from the University of Lincoln with a degree in Sport Science, he was keen to pursue and career which would allow him to combine his interest in supporting individuals develop their skillset alongside his natural flair for sales – recruitment proved to be an ideal fit.

At Sharp Consultancy, each consultant has a dedicated area of focus and expertise; tell us a little about the area in which you specialise?

Currently, I specialise in the placement of part-qualified and newly qualified finance and accountancy professionals across South Yorkshire, North Derbyshire and surrounding areas. I work with businesses – both on an exclusive and contingency basis – ranging in size from SME to global PLC.

What is your assessment of the current marketplace and what are your expectations of how the coming 6 to 12 months will look?

As we approach the end of 2021, many businesses have begun to recover incredibly well from a troublesome COVID induced 2020 – some have been more fortunate to surpass and beat sales targets and forecasts! Through regular conversations with many businesses from varying sectors in the region, I expect for this extremely buoyant marketplace to continue into 2022 – admittedly perhaps not at the same growth rate, but nevertheless still incredibly positive.

Many businesses are looking ahead with much more confidence, and, as they develop their growth strategies and targets for upcoming period, it is imperative that they invest and ensure the correct staff are in place to accommodate that business growth. As a result, we would expect to see continued market growth over the next 6 to 12 months.

What are the main recruitment challenges currently being faced by businesses in the region?

The main challenges being faced centre primarily around candidate availability and this is something which is being felt across all levels of accountancy and finance, from junior positions right through to senior appointments.

Another key challenge is the adjustment to or a return to pre-COVID working patterns. Over the course of the pandemic, the majority of workers - particularly those in office-based roles - have found that the enforced home working offered a level of flexibility and agility which many candidates have become accustomed to. Many businesses are now looking at how they balance employee flexibility with a return to the office and when recruiting for roles that are specific to being in the office five days a week, this can present additional challenges during the recruitment process.

What should employers be doing to overcome these challenges?

Employers need to recognise that there is currently a shortage of candidates which has come about as a result of a number of factors. Competition is stiff and we actively work closely with hiring managers to ensure they take as flexible an approach as possible when looking to bring in new team members. How this looks will vary – from a candidate’s technical experience to their personality to study support etc – and it is vital that we work consultatively with each organisation to prioritise candidates who are the ‘right fit’ for their particular needs.

Our in-depth and up-to-date knowledge of the marketplace enables us to provide the best possible advice and feedback to our clients and, by responding positively and flexibly, it is those business that have found themselves best placed when it comes to attracting and securing the highest calibre candidates.

What particular skills are currently in demand?

Commercial skillset is certainly in demand; businesses that are performing well understand the value of having a strong commercially focussed Management Accountant or Business Partner and what that individual can add into the organisation. Mitigating risk and maximising opportunities are at the forefront of any business looking to grow in today’s market!

What should candidates be doing to take advantage of this opportunity?

To take advantage of this, candidates should be asking their current employers for an insight and further exposure into the budgeting and forecasting process alongside as much stakeholder management as possible. This will enable them to develop their skillset far beyond the technical and reporting experience they will have to date and will add a new dimension to their accounting arsenal.

What should candidates be looking for when considering a new role opportunity?

Moving jobs can be difficult at the best of times – however if you establish what are the most important things that you would want from a move at the outset, it will ensure the rest of the process is far smoother. For example, if a key motivator in looking for a new role is the limited growth opportunities at your current organisation, ensure the businesses you are interviewing with provide enough clarity and detail around the progression opportunity, business growth and mentoring and development. I can’t recommend strongly enough the need to ask as many probing questions as possible – the recruitment process is most definitely a two-way street - and don’t be afraid to be assertive and seek out examples of previous or current employees and their journey within the business.

What advice would you give to a part-qualified candidate about the next stage in their career development?

Understandably, the salary package is a very attractive point of any offer made to a candidate – especially in today’s market. That being said, any part-qualified finance professional (regardless of background) should strongly prioritise the level of exposure that they will have in the role they eventually choose to accept. Money can be an overly influential factor and, unfortunately, can often mask other limitations within that specific role or business which could potentially harm a candidate’s development and studies further down the line.

The priority for any active studier, should be attaining their full qualification including getting their practical experience signed off and ensuring that they join a business which aligns with their values and will prioritise supporting their progressing to gaining qualification.

What advice would you give to a newly qualified candidate about the next stage in their career development?

Once qualified, it is key to understand that there is no immediate need to move employers and it is paramount that you take your time to reflect on your career to date and to understand what environments and roles you have thrived in and, more importantly, have enjoyed.

The next step in your career (post qualifying) will be pivotal in how your future career shapes up – for example taking a more ‘typical’ progression route through to Finance Controller or Finance Director or moving into a more specialised department such as Commercial/Finance Business Partnering through to Commercial Manager. Whichever path you choose, it is vital that you ensure you are moving for the right reasons and going into a business or sector in which you can progress and that compliments your interests and skillset.

Finally, what advice would you give to a client about recruiting part-qualified or newly qualified candidates?

When recruiting any part-qualified or newly qualified candidates, businesses need to ensure that they are prepared to and are happy to invest in that individual. For example, if you are looking to bring on board a part-qualified candidate who is actively studying, you will need to recognise that – from a technical point of view - you are not getting the finished article and their studies will need to be prioritised. As such they will need a supportive working environment and line manager who will empower them to progress and develop alongside a role offering full exposure to accounts that will enhance their studies, as they progress through their exams.

During the interview processes it is also important to mention that technical skills can be developed and improved but personalities are limited to change; it is pivotal to onboard the most suitable candidate that reflects the culture and values of the business, and I would strongly recommend investing in the best personality fit as possible.

To find out more about career and recruitment opportunities for part-qualified and newly qualified accountancy professionals, contact Jack on 0114 261 1700 or jackcurtis@sharpconsultancy.com.

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.

SPOTLIGHT ON…PART-QUALIFIED AND NEWLY QUALIFIED ACCOUNTANCY PROFESSIONALS

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