Case Studies

For this interim case study, we talked to Deborah Stevenson, an expert in Finance, about her interim management career and finance sector experience.

“We would regard Richard’s time with us as successful on two fronts: both the main job he was employed to do, which was ensure that we didn’t lose pace and momentum, but also having the benefit of that fresh pair of eyes”

For this case study, we talk to Robert Wilkinson, an experienced interim manager, about his career across Transformation & Programme Management.

“John performed impeccably,” says Alice. “He was exactly what you want in an interim: an excellent manager who will solidify the base, keep it going and manage people well. He was always well-prepared, even tempered and never flustered. And he put together different departments that had not previously been together.”

Part of Ben’s role also entailed: representing Water Industry CEOs on the high level Retail Markets Opening Management Group chaired by Defra; briefing stakeholders across Government and the Press; and giving the Secretary of State at DEFRA confidence that the market would open on time.

“I very much relied on Rob to handle things in region, which he did incredibly well”

During this period Richard established, for the first time in many years at the university, the role of executive lead for all the support services, with 15 reports at director level, or equivalent.

Ellie made sure she was accessible for all staff, “enabling the Executive to step in and resolve a number of issues quickly and first time to ensure positive outcomes and enhanced internal and external stakeholder relationships.”

"Caren completed an interim assignment at The FA during a time of significant transition and I found her support enormously helpful"

“We knew that the corporate strategy was going to need significant market input, but it really shifted as a result of what Jonathan did."

We are undertaking a major transformation effort at the company and our people will be a

key asset in making that happen. I needed a strong interim CPO (Chief People Officer) to help me move towards a new operating model and to deal with the enormous cultural change we are going through. Odgers provided a great solution in John.

“Good interims need to land on their feet in an unknown environment and deliver almost immediately”

"To be a good interim, it’s all about driving rapid change and having a ruthless focus on the desired outcomes and objectives."

“It’s really important that it’s the right piece of work for the right interim.”

“I usually go into businesses that have challenges of one kind or another, where you need to be able to explain to people why they need to change what they are doing”

"Chris was very good at working as part of the team and relating to people,” says Peter. “One advantage of interim tendering is you tend to get better quality people than you would if you advertised a vacancy. You get people with a bredth and depth of experience. For us, that was incredible helpful."

“I would recommend using an interim for situations like this,” says Richard. “With Patsy, it was clear from the outset that she knew her stuff. The LOM she implemented has brought some real benefits that are helping us going forward.”

“The Interim CFO role was a perfect fit for me in terms of the size of the organisahttp://interim-new.ob.lldev.co.uk/typo3/clear.giftion and the scope of the position”