Interim general management, reorganisation or post-acquisition integration: we look for the interim executive who knows your business and the remit to hold. You choose, they take the role.
Take temporary responsibility for an entity during a leadership vacancy or succession. The brief defines day-to-day decisions, financial commitments, leadership of the executive committee and matters reserved for the governing body.
The profiles you might meet
Interim CEO
Interim subsidiary director
Interim business unit director
Deliverables to scope together
Initial priorities and delegated authority
Decision schedule and business monitoring
Handover pack for the permanent executive
02
Organisational and business unit transformation
Lead an organisational change affecting responsibilities, working relationships or business operations. The interim executive prepares decisions, coordinates workstreams and works with the relevant leaders to monitor adoption.
The profiles you might meet
Transformation director
Transformation programme director
Interim business unit director
Deliverables to scope together
Proposed organisational structure and responsibilities
Workstream roadmap and dependencies
Decision log and review milestones
03
Post-acquisition operational integration
Coordinate the integration of teams, processes and tools after an acquisition, within the scope set by management. The scope identifies what must continue, the integration decisions required and responsibilities across entities.
The profiles you might meet
Interim integration director
Transformation director
Interim operations director
Deliverables to scope together
Map of processes and working relationships to integrate
Integration plan with named owners
Tracking of integration decisions and open issues
At which stage of your project do we step in?
01
Before the project
The seat falls vacant: we find the executive who will hold the role.
02
During the project
Assignment running: your agent tracks the milestones and adjusts the brief with you.
03
After the project
Assignment complete: we organise the handover and, if needed, the permanent hire.
Before we talk
Preparing the first discussion and the handover
Tell us about the business, the reason for the departure or change and the decisions approaching. Explain the outgoing executive's and shareholders' roles.
What event calls for temporary leadership, and what must keep running from the first weeks?
What authority over teams, budgets and decisions will be delegated, and which decisions will remain with shareholders or group management?
Will the assignment end when a permanent executive arrives, a transformation milestone is reached or the teams take back responsibility?
Do you practise one of these roles?
Interim CEO
Interim subsidiary director
Interim business unit director
Transformation director
Interim integration director
We look for these profiles for our clients on a regular basis. Tell us about your achievements and the projects you have led: a talent agent calls you back to understand what you are looking for.
Frequently asked
Interim general management & transformation: your questions
Does the role require full CEO authority?
The scope depends on the assignment. Leading an entity and leading a cross-functional transformation do not necessarily require the same authority. The decisions delegated must be explicit.
Can an interim executive work alongside the founder?
Yes, provided each person's role is clear: day-to-day decisions, reserved matters, team communications and handling disagreements. This working relationship forms part of the brief.
Does post-acquisition integration fall within this scope?
It can, when an executive needs to coordinate teams, processes and integration decisions. The brief specifies the entities involved and the responsibilities retained by their management teams. Integration focused on the industrial base falls within interim industrial and operations leadership.
How can we avoid disruption at the end of an assignment?
Identify who will take over, document decisions and prepare the files to hand over. Progress tracking should show resolved issues, outstanding decisions and the people able to take them forward.
How should the executive's arrival be announced to teams?
Prepare the message before they arrive: why the assignment exists, how long it runs, which decisions are delegated and who stays in place. A vague announcement creates readings the assignment then has to correct.
A conversation to move forward
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