What Companies Should Consider When Engaging an Interim Manager

In today’s fast-moving and complex business environment, bringing in external leadership has become an important strategic option. Interim managers can be a highly effective resource when organisations face specific challenges, need to implement significant change, or have temporary gaps in key leadership roles.

As executives, they contribute deep expertise, an outside-in view and practical solutions. To unlock the full value of an interim assignment, companies should take a number of key aspects into account when selecting and working with an interim manager.

This article outlines the most important points to consider.

1. Clear objectives and needs assessment

a) Define your objectives

Before starting the search, it is essential to clarify what you want to achieve. Helpful questions include:

• What specific challenges do you want to address?Examples include restructuring, post-merger integration, digital transformation, or crisis management.

• What outcomes do you expect – and by when?Define measurable results and a realistic timeframe.

Clear objectives make it easier to identify the right interim manager and to assess the success of the assignment.

b) Identify your needs

Next, specify what you truly need:

• Which functional areas are in focus (e.g. finance, HR, operations, IT, supply chain)?

• Is cultural change a key element, or is it mainly about processes and performance?

• Do you require hands-on leadership, project steering, or both?

The more precisely you define your needs, the better the interim profile can be matched.

2. Selection criteria for interim managers

a) Professional qualifications

The interim manager should bring proven experience in your industry or in comparable situations:

• Industry knowledge: Are they familiar with your market dynamics, regulatory environment and typical challenges?

• Technical and functional expertise: Do they have the required tools, systems and methodical know-how to address your organisation’s needs?

Interim leaders who understand your context can deliver value more quickly.

b) Experience with similar projects

Ask for concrete, real-life examples:

• Which situations have they successfully managed in the past?

• What was the starting point – and what was achieved?

• Are there measurable results (e.g. performance improvement, cost reduction, turnaround, project delivery)?

Case studies and examples provide insight into the interim manager’s problem-solving and execution capabilities.

c) Soft skills

Beyond expertise, personal and interpersonal skills are critical:

• Leadership: Can they provide direction, build trust and guide teams through change?

• Communication: Are they able to communicate clearly, transparently and at eye level with all stakeholders – from board and C-suite to the shopfloor?

• Stakeholder management: How do they handle differing interests, resistance, and difficult conversations?

In transformation and challenging environments, these skills often make the difference.

3. Integration and cultural fit

a) Adaptability

An interim manager should be able to integrate quickly into your organisation’s culture and decision-making structures:

• Have they worked successfully across different corporate cultures (e.g. family-owned businesses, listed companies, private equity-backed organisations)?

• How do they structure their first 30–90 days?

A structured, yet pragmatic onboarding is a key success factor.

b) Collaboration with existing teams

Strategy alone is not enough – it needs to be implemented together with the teams:

• Do they have experience leading both onsite and remote teams?

• How do they foster collaboration, address concerns and manage conflict?

• How do they deal with resistance to change?

A combination of clear direction and genuine listening helps build acceptance and momentum.

4. Clarifying expectations and deliverables

a) Contractual framework

To avoid misunderstandings, key aspects should be clearly agreed and documented:

• Duration of the engagement: Overall timeframe and potential extensions.

• Role and responsibilities: Function, mandate, decision-making authority, reporting line.

• Targets and deliverables: Both quantitative and qualitative objectives.

• Compensation and conditions: Daily rate, travel and expenses, availability.

A clear framework creates alignment and reliability on both sides.

b) Regular reviews

Define from the outset:

• Frequency of review and steering meetings

• Reporting rhythm (weekly, bi-weekly, monthly)

• Format and content of reports (KPIs, milestones, risk assessment, next steps)

This ensures transparency, enables early course corrections and strengthens trust.

5. References and background checks

a) References

References are an important element in assessing an interim manager:

• What type of projects have they delivered – and with what impact?

• How do former clients describe their collaboration, leadership and communication?

• Which strengths are mentioned consistently?

Robust references are a good indicator of reliability and performance.

b) Background checks

Depending on the seniority and sensitivity of the role, it may be appropriate to verify:

• Degrees and certifications

• Career history and responsibilities held

• Any potential legal or compliance-related issues

This provides additional assurance, especially for critical leadership positions.

6. Support and onboarding by the company

a) Onboarding and access

For an interim assignment to generate value quickly, a focused onboarding is essential:

• Provide a concise overview of strategy, organisation and key initiatives

• Ensure access to relevant data, systems and documentation

• Introduce the interim manager to key stakeholders and decision-makers

Good context enables better decisions from day one.

b) Reporting structure and communication

Define a clear leadership and communication rhythm:

• Who does the interim manager report to – and how often?

• Which committees or bodies should receive regular updates?

• How are decisions prepared, documented and communicated?

A structured approach helps to keep all stakeholders aligned and informed.

7. Working with Swiss Interim Management

Engaging the right interim executive is easier with a specialised partner at your side.

Since 2009, Swiss Interim Management has supported organisations by:

• Providing experienced interim executives for C-level and senior management roles

• Supporting transformation, restructuring and growth situations

• Coordinating assignments in Switzerland and internationally

Thanks to a strong network and a structured matching process, we help you find interim solutions that fit – fast, discreetly and with a proven track record.

Conclusion

Interim managers can play a decisive role in helping companies remain resilient, agile and successful in times of change.

By defining clear objectives, choosing your interim manager carefully and ensuring strong integration and communication, you create the conditions for a successful collaboration. With the right interim executive at your side, challenges become opportunities to strengthen performance, accelerate transformation and secure long-term success.

If you are interested in learning more about this exciting topic or have specific business needs, schedule a personal consultation with us!