Interim management means taking ownership: creating fast orientation, stabilizing teams, making bold decisions and delivering execution in operating cadence — until results are in place and the organization can be handed over cleanly.
Lead people. Deliver results. Ensure a clean handover.
Interim is not “administration on time” — it’s execution leadership: enable, challenge, role-model — with clear communication, disciplined people management and real change capability.
Clear expectations, reliability and visible presence. Enable performance, set standards, distribute responsibility — and lead from the front.
Sharpen roles, clarify responsibilities, establish leadership systems (daily/weekly), develop talent — and act decisively when needed.
Create shared understanding: why, where to, and how. Make decisions transparent, prevent rumors, build trust — internally and externally.
Understand resistance, steer stakeholders, make quick wins visible. Change isn’t explained — it’s anchored through rituals and results.
Set hard priorities, sequence the levers, track measures. KPI-driven steering, impact in P&L/cash — no excuses.
Establish operating model, KPIs, routines and ownership so the organization keeps delivering after handover — without disruption.
Keywords: interim management, interim CEO, CRO, restructuring, turnaround, change management, operations, sales leadership, technical leadership, KPI steering, performance improvement.
Roles that need stability and execution.
Depending on the situation, I take direct line responsibility or mandate-based roles with clear objectives — always with clean governance and measurable impact.
- Clarify direction, set priorities, align the organization
- Establish KPI/review cadence and track measures
- Stakeholder management (shareholders, customers, partners) and handover
- Pipeline mechanics, forecasting, governance & sales cadence
- Sharpen go-to-market, positioning, packaging and pricing
- Partner/channel setup and local market execution
- Align technology/product roadmap with business goals
- Increase output (prioritization, multi-project steering, agile cadence)
- Stabilize interfaces between engineering/operations/commercial
- Introduce operational excellence and daily/weekly management
- Steer constraints, lead times, OTIF and quality effectively
- Realize cost and cash levers along the value chain
- Immediate program (cash/working capital), quick wins alongside structural levers
- Prioritize the measures portfolio, steer in weekly cadence
- Create transparency: KPI cockpit, risks, decision points
- Set operating model, roles, decision paths and governance bodies
- Untangle interfaces, define accountability & escalation paths
- Secure change communication, adoption and sustainability
- Set program structure and cadence (routines, steering, reporting)
- Actively manage dependencies, resources and priorities
- Prove impact via KPIs and hand over into line organization
- Stabilize operations while change is ongoing
- Set governance, reporting and KPI steering
- Bring teams together, secure communication and execution
Frequently asked questions
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Start without commitment.
A scoping call or an anonymous self-assessment — both provide clarity and concrete next steps.
Align on needs, objectives and approach. Open, structured, non-binding — without sales pressure.
Complete the questionnaire, compare anonymously, receive results by email — non-binding.