The interim report analyzes the European interim management market, highlighting trends, manager profiles, and billing rates based on a survey of over 1,100 interim managers and clients. It notes an increase in the number of interim managers, rising utilization rates, and a general recovery in the market since the global recession, although a significant proportion of managers remain open to permanent positions. The report further examines regional differences in interim management adoption and billing practices across Europe.

1. The Interim Report:
Research and Analysis on the
European Interim Management Market
Europe Survey Report

2. Contents
Page
Introduction 1
Research Objectives and Methodology 2
Defining Interim Management 2
Current Trends 3
Interim Manager Profile 6
Interim Management Billing Rates 9
Sourcing Interim Management Assignments 11
Type of Agency 12
Drivers of Interim Management Engagement 13
Most Important Qualities in an Interim Manager 16
Client Data 17
Conclusion 18

3. Introduction
The pressure on companies today to deliver results quickly and at reduced cost has only
increased amidst the challenges of the global economy. Recent economic conditions have
brought about headcount reductions, hiring freezes, outsourcing, and reorganisations that
simply exacerbate existing pressures. Optimal resourcing is always a corporate priority, but
perhaps never more so than today.
In our business, we have seen the number of managers and executives registered with us for
interim work rise from a few thousand in the UK in 2000 to over 100,000 globally today. We
observe significant differences in the recognition and adoption of interim management by
country, and even by region within each country. In some markets – the United Kingdom,
Belgium and The Netherlands for example – interim management is a well-established way of
working, and of sourcing executive talent. In Southern European territories and Asia Pacific,
the concept is at an earlier stage of development that shows much promise. Variations in
terminology, contract structure and local employment law make global interim management a
diverse and compelling field for study.
Reliable information about growth and trends in the field of interim management has not
always been readily available. Back in 2000, Executives Online worked in conjunction with the
Institute of Management Consultancy to commission a study with Sambrook Research
International on the interim management market in the United Kingdom. The Sambrook Report
on UK Interim Management was published in 2000. In 2004 and 2006, respectively, Executives
Online published In the Interim and the first edition of The Interim Report. In 2007 we updated
The Interim Report with new information, and in 2009 we published Interim Management
Trend Update.
Now in 2011 we have undertaken a new survey to keep abreast of the trends in this fast-
moving arena. We are excited to share this new information with you, and hope that it will
address questions you might have regardless of your perspective: as an interim manager
yourself, as a company that has found great value in interim management, or as a company
that may not yet realise how valuable interim management could be as part of your resourcing
strategy.
Anne Beitel
Managing Director
Executives Online
1

4. Research Objectives and Methodology
Objectives Defining Interim Management
Our research aimed to answer a variety of questions about For the purposes of this report we define interim management
interim management: as being: the provision of a mature, professional manager, well
qualified by relevant practical experience, either to fill a gap in
• What is the typical profile of an interim manager in terms permanent staffing or to deliver a specific business result
of gender, age, background, experience, and how they within a limited time period.
source assignments?
• How has the global recession affected the utilisation
and pay rates of interim managers? Survey Methodology and Timings
• What qualities are most important in an interim
manager? Our survey was conducted online in February of 2011, via
• What needs drive companies to seek interim an online questionnaire to 1,156 Europe-based interim
management solutions? managers and the clients who employ them. Interim
• What types of companies engage interim managers? managers from Austria, Belgium, Bulgaria, Croatia, Cyprus,
• How often do interim managers work as part of a team, the Czech Republic, Denmark, Estonia, Finland, France,
and what type of work necessitates a team of interim Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia,
managers? Lithuania, Luxembourg, Malta, Norway, Poland, Portugal,
• How important are interim management providers and Romania, Slovakia, Slovenia, Spain, Sweden, Switzerland,
other recruitment agencies in connecting clients and The Netherlands and Turkey participated in the survey. In
interim practitioners? countries where Executives Online operates – Belgium,
• What variations are evident among these measures France, Germany, Ireland, Italy and The Netherlands –
from one European country to another? sufficient response was received by country to allow
reporting of many figures at the country level. We include
data from our UK survey for comparison in these breakout
figures.
In this report, percentages may not add to 100% due to rounding.
The recessionary constraints apparent in
our last survey appear to have lifted
somewhat, with European interim
managers reporting stronger utilisation
and a general feeling of being more busy.
However the impact continues in fewer
younger interim managers entering the
profession, and openness to permanent
employment still running strong.
2

5. Current Trends
Employment Status
At the time of our 2011 survey, just over a quarter of European 2009 when overall utilisation was lower with 48% of interim
interim managers were working in full-time assignments. Another managers – almost half – not on assignment. Part-time
13% were working full-time via a combination of part-time assignments are playing an increasing role in interim executives’
assignments. Another fifth was engaged part-time. Almost 40% portfolios of work, with almost one-third of the interim managers
were not on assignment. These figures compare favourably to surveyed engaged in one or more part-time engagements.
Current Status Current Status
2009 2011
6%
13%
19%
19%
48% 39%
27%
29%
Not on assignment – 48% Not on assignment – 39%
Full-time assignment – 27% Full-time assignment – 29%
Part-time assignment – 19% Part-time assignment – 19%
Full-time, on combination of part-time assignments – 6% Full-time, on combination of part-time assignments – 13%
By country in which Executives Online operates, overall utilisation European colleagues; interim managers in Belgium are slightly
is similar with circa 60% of interim managers surveyed engaged better utilised.
in work. Interim managers in France are less utilised than their
Interim Manager Current Work Status by Country
The United
Belgium France Germany Ireland Italy Netherlands Kingdom
Working in full-time assignment 40% 23% 28% 25% 33% 24% 29%
Working in part-time assignment 17% 19% 24% 29% 15% 19% 15%
Working full-time, but as combination of
9% 11% 10% 6% 13% 18% 9%
multiple part-time assignments (portfolio)
Not on assignment 34% 46% 38% 39% 39% 39% 47%
3

6. Providing more evidence of some recovery in the European
interim management sector, interim managers’ perceptions of
how in-demand their services are continue to reflect a “more
busy” state, compared with 2009 when half found themselves
less busy than a year ago.
In terms of demand for your services, are you In terms of demand for your services, are you
finding yourself: finding yourself:
2009 2011
21%
29%
37%
49%
30%
34%
Less busy than a year ago – 49% Less busy than a year ago – 37%
About as busy as a year ago – 30% About as busy as a year ago – 34%
More busy than a year ago – 21% More busy than a year ago – 29%
4

7. Length of Assignment
Overall, assignments have lengthened by an average of one short-term projects of a few months to longer-term initiatives
month’s duration since the time of our last survey in 2009. spanning years. The average assignment for a European
Interim management assignments can run the gamut from interim manager is 9.3 months.
Length of Last Assignment
30
25
20
21%
Percentage
18% 18%
15 16%
16%
10 12%
5
0
0–3 3–6 6–9 9 – 12 12 – 18 18
months months months months months months+
In individual European countries the distribution of assignment assignments are prevalent in Ireland, with almost half of all
lengths is slightly different. The most mature markets, Belgium assignments running less than 3 months; paradoxically Ireland
and The Netherlands, show fewer assignments over 18 months also shows a cluster of longer-term assignments (as does Italy).
in length and thus conform to a more classic definition of More research might identify whether these are fixed term
interim work. These countries, as well as France and Germany, contracts labelled interim management – something we see
have approximately half of all assignments between 3 and 9 growing in Executives Online’s UK business.
months, a very typical length of assignment. Very short-term
Length of Last Assignment by Country
The United
Belgium France Germany Ireland Italy Netherlands Kingdom
0 – 3 months 20% 12% 14% 49% 16% 16% 23%
3 – 6 months 21% 17% 26% 12% 15% 26% 24%
6 – 9 months 14% 23% 23% 6% 13% 18% 16%
9 – 12 months 24% 18% 14% 6% 21% 17% 12%
12 – 18 months 8% 13% 7% 8% 14% 14%
25%
18+ months 13% 17% 15% 20% 22% 10%
5

8. Interim Manager Profile
Gender Gender
The interim management field draws a disproportionate
number of men, with 90% of our Western European survey
Female
respondents being male. Belgium, The Netherlands and Italy
10%
show participation of women in interim management at levels
very near the European average. Elsewhere, the proportion of
women among interim managers varies: in France it is 16%; in
Germany, 7%; in Ireland, 13%.
Male 90%
Age
Interim managers tend to be seasoned executives, with almost more experienced interim managers. We interpret this as a
half of respondents aged 50 or more, and an average age of 49. symptom of the uncertain economic climate, which may be
Almost 40% of respondents fell into the 40-49 range, and just deterring younger managers and executives from leaving the
11% were under the age of 40. These figures are virtually security of employment to commence a career in interim
unchanged from 2009, except for a slight shift towards older and management.
Age Age
2009 20–29 1% 70+ 0.4% 2011 20–29 1% 70+ 0.2%
60-69
30–39 60–69
30–39 5%
13% 10% 10%
-
50–59
40% 50–59
40–49
39%
40–49 39%
41%
6

9. Years of Experience Years Experience
Interim managers bring years of 2009
experience to their assignments; the
2 4%
average respondent had 5.6 years of % 4% Years No. of
experience as an interim manager, and Experience Respondents
10%
this figure does not include additional 20+ 31
years of experience as an employed 15–19 27
executive. Over half of survey respondents 10-14 69
37%
had more than five years of experience as 5-9 166
interim managers. Reflecting the growth 23% 3-4 142
trend in the field of interim management, 1-2 261
though, another 38% of respondents had Less than 1 12
two years or less of experience, having 20%
broken into the field relatively recently.
Years Experience
2011
7% 4% Years No. of
5%
Experience Respondents
20+ 38
13%
15–19 49
10-14 124
31% 5-9 195
3-4 166
21% 1-2 288
Less than 1 66
18%
7

10. Desire for Permanent Employment Permanent Job?
Just 19% of interim managers are committed to the field of
interim management and would choose to continue in that
realm. The remainder said they could be interested in
permanent employment if the right opportunity presented itself. 19%
Commitment to interim management has risen slightly since
our last survey in 2009 when 16% reported being completely
committed to interim management.
81%
Yes, I could be interested if it was the right
opportunity – 81%
No, I am 100% committed to interim
management – 19%
Commitment to interim management is higher in countries with a short-term employment contracts specifically tailored to interim,
longer history of interim management as a way of engaging in and high social insurance costs – and its newness as a
executive work, such as Belgium and The Netherlands. Despite resourcing option, the commitment level of interim managers in
the more structured nature of interim work in France – with France is similar to more mature markets.
Attitude Towards Permanent Employment by Country
The United
Belgium France Germany Ireland Italy Netherlands Kingdom
Yes, I could be interested if it
was the right opportunity 73% 78% 84% 86% 84% 78% 69%
No, I am 100% committed to
27% 22% 16% 14% 16% 22% 31%
interim management
8

11. Interim Management Billing Rates
Changes in Billing Rate Day Rates Across Europe
When we surveyed European interim managers in 2009, over Respondents %
40% of survey respondents indicated that their billing rates had
Under €400 139 14%
remained largely the same compared to last year, and another
15% said that they were billing at a higher rate. As a €400-€499 93 10%
counterbalance, however, 42% of respondents were facing lower €500-599 105 11%
billing rates. In 2011, billing rates appear to have levelled out,
€600-699 100 10%
with 62% reporting they are billing about the same as the year
before, and only 24% billing less. The average European interim €700-799 113 12%
manager in our study earns €756 per day. The distribution of
€800-899 108 11%
daily rates Europe-wide and by country are broken out in the
following charts. €900-999 70 7%
€1,000-1,099 96 10%
€1,100-1,199 31 3%
€1.200-1,299 37 4%
€1,300+ 70 7%
Total 962 99%
Change in Daily Rate? Change in Daily Rate?
2009 2011
15% 14%
24%
42%
43% 62%
More – 15% More – 14%
About the same – 43% About the same – 62%
Less – 42% Less – 24%
9

12. Billing Rate Differential by Country
Country Average Billing Rate
and Functional Area
Belgium €790
Some variation in daily rate is evident by role or
functional area, with European interim Managing France €465 *
Directors earning the highest daily rates, followed by Germany €907
Commercial Directors and General Managers.
Ireland €621
(Many more roles and functions are represented in
our study, however insufficient responses were Italy €566
received in each to provide a significant enough The Netherlands €905
data set.)
United Kingdom €705 **
* In France, because most interim executives are employed on short-term
contracts, rather than billing day rates via limited companies, we asked this
question as monthly salary. The average monthly interim salary in France was
€9,295 which (assuming a 20-day month) equates to a daily rate of €465.
** The average UK interim manager earns £621 per day, converted to
Euros at April 2011 exchange rates equals €705
Functional Area Average Billing Rate
Change Management €922
Commercial Director/General Manager €728
Finance Director €712
HR €747
MD/CEO €972
Programme/Project Management €651
Sales and Marketing €633
10

13. Sourcing Interim Management Assignments
Over seventy percent of the interim
Source of Last Assignment
managers surveyed had sourced their
most recent project on their own, with just
over a quarter having made use of interim
or recruitment agencies. Compared to
2009, when the agency share was 23%, Via an interim or recruitment
agency – 29%
the agency share of the market has grown.
29%
This may be reflective of the increasing Generated the opportunity
maturity of interim management as a myself – 71%
recruitment specialty and way of working in
numerous European markets.
71%
Belgium, The Netherlands and Germany appear to have a which interim management has been developing as a way of
more active interim management recruitment industry, with working and a valid career choice, compared to markets such
agencies supplying larger shares of assignments than as Italy and France which are at an earlier stage.
elsewhere. This is no doubt due to the longer timeframe over
Source of Last Assignment
100%
Agency Agency Agency Agency Agency Agency Agency
90%
80% Self
Percentage of Respondents
70%
Self
Self
60% Self
Self Self
50% Self
40%
30%
20%
10%
0%
Belgium France Germany Ireland Italy The United
Netherlands Kingdom
11

14. Type of Agency
Within the agency sector, interim
Type of Agency
management specialist providers have the
dominant share. Among interim managers
who in the past two years sourced interim
3
work through an agency or recruitment %
business of some type, recruitment 9%
practices specifically focused on interim 29%
management have a 69% market share. 11%
Large management recruiters have a
nearly 20% share, with more generalist
recruiters and professional services firms
having under 10% of the market each.
19%
Social media is playing an increasing role 29%
in connecting interim managers with work.
Fully 28% of interim managers we surveyed
had sourced an assignment via a client
who reached out to them over LinkedIn,
Interim management agency - Interim management practice,
Xing or another social or business specialist on the type of role part of firm with other executive
networking site. Most reported this as a needed – 29% recruitment services – 11%
growing phenomenon.
Interim management agency - Professional services firm
generalist (able to place all (example Big 4, other
types of interim roles) – 29% accountancy firms, etc.) – 9%
Large management recruiter Large Recruitment Process
(example Michael Page, Outsourcing firm (examples
Hudson) – 19% Alexander Mann, Capita) – 3%
12

15. Drivers of Interim Management Engagement
A range of organisational gaps or imperatives can drive the factors driving more than 10% of assignments were skills
need for an interim manager within a company. When gaps (12%) and the need to implement a major initiative.
interim managers were asked to specify the “primary The most traditional or “obvious” reason for engaging
driver” for their client’s hiring them for their most recent interim managers – a temporary absence, or slow
assignment, the two most common reasons were change permanent recruitment – were not so important as the main
management (33%) and crisis management (18%). Other reason for the engagement.
Main Reason for Engagement
Change management: to lead a major improvement/transformation
3% project – 33%
6%
7% Crisis management: to address urgent and major
issues/turnaround – 18%
33%
7%
Implementing a major initiative (product launch, relocation) – 15%
Temporary "skill/competence" shortage – 12%
12%
Temporary management "capacity" shortage – 7%
Strengthening a project team – 7%
15% 18%
Bridging time needed to hire someone permanently – 6%
Bridging time needed to fill a temporary absence (illness,
secondment) – 3%
Primary drivers of clients’ engagement of interim managers leading reasons. Skills gaps take a back seat to crisis
is broadly quite similar across multiple European countries, management in Belgium and France, whereas in Ireland,
with change management and crisis management the skills gaps are the second most important driver.
Reasons for Engagement by Country
The United
Belgium France Germany Ireland Italy Netherlands Kingdom
Change management: to lead a major
30% 35% 28% 40% 31% 42% 19%
improvement/transformation project
Crisis management: to address urgent and major
20% 22% 17% 11% 18% 16% 7%
issues/turnaround
Implementing a major initiative (product launch,
relocation) 14% 15% 12% 11% 15% 13% 8%
Temporary "skill/competence" shortage 7% 9% 15% 23% 13% 12% 42%
Temporary management "capacity" shortage 7% 3% 8% 4% 8% 4% 6%
Strengthening a project team 5% 5% 8% 4% 10% 5% 4%
Bridging time needed to hire someone
9% 6% 8% 2% 3% 4% 7%
permanently
Bridging time needed to fill a temporary absence
7% 3% 3% 4% 2% 3% 8%
(illness, secondment)
13

16. Asked about “all factors involved” in driving their last and gaining extra management capacity – an extra pair of
interim management engagement, responses were hands. Again, sudden temporary absences were factors in
consistent with the “primary driver” answers, but additional only a small portion of assignments.
important reasons included strengthening a project team,
All Reasons for Engagement
600
500 510
21%
400
406
Number of Mentions
17% 353
300 343
15% 14%
290 291
200 12%
12%
142
100
6%
61 3%
0
Change Implementing a Crisis Temporary Temporary Strengthening a Bridging time Bridging time
management: to major initiative management: to "skill/competence" management project team needed to hire needed to fill a
lead a major (product launch, address urgent shortage "capacity" someone temporary
improvement/tran relocation) and major shortage permanently absence (illness,
sformation issues/ secondment)
project turnaround
Looking at what types of roles European interim managers take
Type of Role
on, whether general management, functional management,
programme or project management, or subject matter expert,
the share of each in the market is almost equal, with executive
100%
management roles (general or functional) leading project roles. 18% Programme or Project
Aligning with the reasons clients engage interim managers, 90% Management role – 18%
where skill/competence shortages were somewhat important 80% Expert / Consultant (you
25% were engaged to bring
reasons, we see interim managers engaged to assume roles 70%
specific specialist
where they impart a specialist area of knowledge or skill
60% competencies) – 25%
comprising 25% of assignments.
50% 28% Functional Management
role (CFO, Marketing
40% Director, HR Director) –
30% 28%
20% 29% General Management role
(for example CEO, MD,
10% Country Manager, Division
0% Manager) – 29%
14

17. Interim managers tend to perform most assignments solo, with • I normally bring in experts such as CFO, CSO or COO if
only 18% reporting that in the past two years they had worked needed, however the best turnarounds are carried out by
as part of a team of interim managers at the same client. making incumbent management part of the interim team.
Among interim managers who had completed team • I was CFO and had five interim financial managers working
assignments, the reasons are wide-ranging, and tended to be for me as business controllers. The assignment was to
concerned with wholesale business transformation: create a business mentality and reporting tool in a public
sector.
• Divisional management all interim (MD, FD and myself) to
• A typical brief for me and a team of other interim managers
turn around and dispose of all continental activities.
is to replace the existing management team or to help it
• Full redesign of a treasury dept, required two managers, resolve a crisis via a subsequent reorganisation.
one operational, one project manager.
• On an outsourcing and shared services project, I was the
• Global HR transformation for automotive industry with 40 Irish lead working with UK and European interim personnel.
sites.
• Turnaround of a small company with an interim
• Helping to develop start ups in a range of countries for the management team including sales, operations, project
same client, an Austrian company breaking into the design and shadow manager.
English-speaking world.
• I managed a full-time dedicated project team of four
people. The team was temporarily assembled to execute
process improvement / a cost saving project.
Do you work as part of a team?
Yes 18%
No 82%
I normally bring in experts such as CFO,
CSO or COO if needed, however the best
turnarounds are carried out by making
incumbent management part of the
interim team.
15

18. Most Important Qualities in an Interim Manager
Interestingly, when asked to rank the most important qualities in Other respondents enhanced the list of “people skills” by
an interim manager, survey respondents favoured aspects of adding: being “good in politics,” “inspiring people by
“effectiveness” and people skills more highly than specific skills recognising their personal skills,” “coaching on all levels,” and
or experience in the job or function. The most important “humour”. Another respondent noted the “willingness and
qualities highlighted were: ability to speak one’s mind”. The starting point of a project was
also seen as critical, and one individual highlighted the “ability
• Ability to work strategically but also implement (19%)
to quickly understand the business, people, policies and
• Results-focused (18%)
crucial processes”. Another noted the advantage of having a
• Wide range of experience (15%) “helicopter view”.
• Specific skills/experience for specific job (10%)
It is clear that each interim executive is unique and brings
• Ability to quickly get people on side (10%) distinct qualities to each engagement. One interim manager
articulated his “quick hit” list for success in the field: “(1) Get in
… analyse the environment; (2) Do your thing … result-
focused, independent, resourcefulness based on
skills/experience; (3) Get out … so don’t get too close, either
personally or socially”.
Interim Manager Perspective
Ability to work strategically but also to implement 19%
Results-focused 18%
Wide range of experience 15%
Specific skills/experience for specific job 10%
Ability to quickly get people on side 10%
Independence 9%
Ability to mentor 7%
Not side-tracked by company politics 6%
Willingness to speak mind when required 4%
Resilience 3%
0 100 200 300 400 500 600 700 800
Number of Mentions
16

19. Client Data
Ninety percent of interim management assignments from the
Type of Client
candidates we surveyed were with clients in the private sector,
with larger corporations (over 250 employees) comprising 42%
of assignments and SMEs (small to medium-sized enterprises
2
having under 250 employees) commanding a 48% share. The %
8%
public and not-for-profit sectors use interim management less
in Europe, with merely 10% of assignments, compared to the
UK, where their share of assignments in our survey is 24%.
48%
42%
Small to medium-sized enterprises (< 250
employees) – 48%
Larger corporations (> 250 employees) – 42%
Public sector organisations – 8%
Charitable organisations – 2%
Industry in Which Interim Managers Surveyed Completed Last Assignment
Industrial / Manufacturing 308
IT / Telecoms / Technology 173
Business Services 85
Financial Services / Banking 79
Retail / Distribution 76
Health / Medical / Research 68
Building / Construction 48
Media / Marketing / Entertainment 46
Government / Public Sector 40
Transport / Logistics 38
Professional Services 36
Natural Resources / Utilities 22
Leisure 20
Charity / Not-for-profit / NGO 9
0 50 100 150 200 250 300 350
Number of Respondents
17

20. Conclusion
We are grateful to the 1,156 European executives who Most interim managers in Europe source their own work,
participated in our most recent online surveys. With more networking amongst colleagues to identify opportunities:
than 20 multiple-choice and ranking questions, and the More than 70% of assignments were found without help of
opportunity to provide detailed comments (which many an interim management provider or recruitment agency.
did), this was no small ask. However, when agencies are involved, it is the recruiters
who focus on interim management who garner the largest
In the figures published in this report, we see the continued share of the market.
impact of the global economic crisis; however, we also see
it lifting. Today’s interim managers are more likely to be on The main motivations for engaging an interim manager are
an assignment, and feel somewhat more busy than two progressive company challenges – change management,
years ago. Daily rates have levelled out, following a crisis management, implementing a major initiative – rather
decline reported in 2009. In 2011, 62% of interim than the traditional “gap filling” reasons like bridging an
managers surveyed reported they are earning the same illness, secondment or slow permanent recruitment.
now as a year ago. However, interim managers most often work alone, with
only 18% having worked in the past two years as part of a
Openness to permanent employment continues, with 81% team of interim managers.
of interim managers reporting that for the right role, they
would return to permanent employment. Some of this We hope you have enjoyed The Interim Report. If your
desire for permanence and stability is no doubt due to the company or organisation needs skills, management
current climate. Firm commitment to interim management capacity, or to implement a turnaround, major project or
as a career is stronger in countries with a longer history of corporate restructure, call your nearest Executives Online
interim management, as are the daily rates achieved. office today to discuss how an interim executive from
Executives Online can help.
About Executives Online
Executives Online is an executive recruitment company that harnesses the internet to accelerate the search process.
This delivers exactly the right candidates quickly, for interim or permanent executive roles, in order to redress loss of
competence and protect competitive advantage. What makes us different is our award-winning online talent acquisition
engine which can be deployed instantly, worldwide, saving you time and money. Our vision is to transform executive
recruitment.
We have developed a Global Talent Bank which today numbers over 100,000 pre-screened senior executives which we
utilise to service our clients’ needs locally, a growing and constantly refreshed source of senior talent. Each search of our
Global Talent Bank for candidates we undertake is individual and specific to the client’s requirements to ensure that we
deliver exactly the right candidate to our clients, at market rates, every time. Our access to talent is online and global –
but our client service is personal and local, via each of our growing network of offices.
18

21. "A consultant might draw up a great "We chose the interim management route
strategic plan, but companies today want early on to help us keep pace with our
more than this, they need someone who expansion plans. New challenges were on
can cope with the strategy but even more the horizon and we needed additional
importantly deliver it too. For that mix of executive management support, fast. I
abilities you need interim managers. They was pleasantly surprised when a number
are prepared to roll up their sleeves and of highly suitable candidates were
get stuck in with your management team – proposed [by Executives Online], all within
not sit on the sidelines giving advice. You a matter of days. The appointment
can get a senior interim manager, who immediately brought us new momentum
perfectly matches your business, on board and greater focus. We were delighted with
incredibly fast. With interims – from that Peter's contribution."
first call to an interim supply agency, you
can have someone through the door, and David Cole
Managing Director, Buyenergyonline
delivering in a week."
Duncan Sedgwick
CEO, Energy Retail Association "Greg brought to The Carphone
(former Business Transformation Director, Powergen)
Warehouse his obvious experience and
knowledge which he gladly shared with
others. He hit the ground running, quickly
"Our brief was unusual – great product
putting all the necessary protocols and
and great-track record but small company
support systems in place. But more
(with 12 staff currently employed in our UK
fundamental than this, he gave our team
division) no market awareness, and no
a lot of confidence. At a time when they
infrastructure. So the typical high flyer,
could have felt under enormous pressure,
with a background in majors and
he made them believe in themselves, and
multinationals wouldn’t be right for us. We
not be intimidated by the challenge.
needed someone of that calibre but with
He wasn't cheap but I didn't want cheap,
totally different experience. I was instantly
I wanted good – and that's certainly what
impressed with the professional nature of
I got. Companies like ours can't afford to
Executives Online’s site and with the fact
have plans put on hold while we recruit.
that they place interims as well as
That's why we went to Executives Online
permanent staff, since I believe anyone
– and once again, in days that had found
good enough and confident enough to be
me just the person I needed."
placed in short term projects must have
top class skills."
Attiq Qureshi
Hosting and Support Director, The Carphone Warehouse
Vilosh Brito
MD, Information Edge
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