Looking for a new challenge? As an interim manager, you'll have the opportunity to manage strategic, temporary assignments to support companies at key moments in their transformation. But what skills do you need to master to take on these roles? Leadership, communication, HR, finance, law... these are all key areas for this demanding and strategic profession.
The interim management profession is aimed at experienced people with more than 10 years' management experience who want to give their careers a new boost. The interim manager is a genuine change accelerator, supporting companies at decisive moments: replacing an executive, managing an economic or structural crisis, implementing a strategy adapted to changes in a sector, accounting or administrative reorganisation, managing major projects such as mergers and acquisitions, international expansion or digital transformation.
Typical profile of an interim manager
👤 Average age
56 years old
👩👨 Ratio of women to men
Around 3 out of 4 interim managers are men.
🔧 Type of practice
80 to 90 % are self-employed or freelance workers.
💼 Professional experience
Just over half of all interim managers have less than 5 years' experience in this role.
Current interim managers have been in the business for more than 20 years.
🌍 Geographical mobility
1 out of 3 interim managers is prepared to change region for an assignment.
1 in 5 has already carried out international assignments.
🎓 Initial training
65 % → business or engineering schools
20 % → specialised university courses (law, management, HR, etc.)
15 % → self-taught with extensive field experience
📚 Continuing training and certification
1 out of 2 interim managers has received training in crisis management, change management or business intelligence agile and lean methods.
The most common certifications : PMP, Agile PM, Lean Six Sigma...
📌 Source: France Transition and specialist firms.
What are the main tasks of an interim manager?
1/ Overseeing replacements and transitions in management positions
In this case, the interim manager temporarily takes over the management to ensure the continuity of the business. He or she also prepares the succession by passing on key knowledge and recruiting or training the future leader. In this way, they maintain the cohesion and performance of the team throughout the handover period.
💬 "I acted as interim HR manager for 8 months, the time it took to recruit and train the new HR manager, while maintaining social stability. - Sophie, interim manager in the pharmaceutical industry
2/ Managing crisis situations to stabilise or restructure the organisation
Firstly, the interim manager analyses the severity of the crisis (financial, social or industrial). Secondly, they implement recovery measures: reorganising teams, cutting costs, securing resources. As part of this, they may draw up a job protection plan. The aim is to stabilise the company while restoring confidence.
💬 "In 6 months, we avoided closing the site by restructuring production and renegotiating supplier contracts. - Marc, interim manager in the aerospace industry
💬 "Faced with a drastic drop in bookings, I restructured the sales organisation of a hotel group. In 4 months, we boosted occupancy and improved the occupancy rate by 25 %." - Owen, interim manager in the tourism sector
3/ Defining and implementing a strategy adapted to changes in the business sector
The interim manager begins by analysing the market and the competition. He then proposes a strategy in line with the new trends in the sector. If the existing strategy is no longer viable, he replaces it with a targeted action plan. In this way, the company gains in competitiveness and agility.
Examples of assignments: international development, in particular with the launch of a new product.
💬 "I repositioned the service offering of an IT SME to capture new markets, resulting in +20 % in sales in one year." - Céline, interim manager in the digital sector
4/ Managing large-scale projects: mergers/acquisitions, internationalisation, overhaul of an information system, etc.
Firstly, the interim manager defines the project objectives. He or she sets up the project team. Next, they steer each stage: planning, coordinating the players and monitoring the budget. They remain vigilant: they must anticipate risks to avoid blockages. Their objective: to bring the project to a successful conclusion and achieve the objectives set, while respecting the deadlines.
Example assignment: renewal of IT equipment.
💬 "I managed the post-merger integration of two agri-food groups, harmonising processes and reducing costs by 15 %." - Claire, interim manager in the food industry
5/ Ensuring the continuity and sustainability of the company during a period of change
Step one: secure day-to-day operations to limit any risk of disruption. Second step: motivate teams and put in place sustainable relays to prepare for the future. In this way, the interim manager enables the company to weather changes without losing performance or market share.
💬 "During the reorganisation of a banking network, I ensured that business was maintained and helped local managers develop their skills. - Julien, interim manager in the banking sector
What training do you need to become an interim manager?
This highly responsible role, exercised at general management level, typically requires a diploma at Bac+5 level in management, administration, finance, engineering, human resources or law. More often than not, interim managers come from business schools, engineering schools or university masters programmes.
Depending on their profile, they will benefit from completing their course with :
- an Executive MBA to strengthen management skills
- specialised training in change management, crisis management and leadership
- specialised courses in corporate finance, business law and human resources management
Finally, engaging in coaching or following personal development training courses also helps to hone the soft skills that are essential to the interim management profession.
What skills does an interim manager have?
The interim manager must first of all have exhaustive knowledge in his or her areas of expertise (HR, finance, etc.). Secondly, they must have the communication and leadership skills to establish their legitimacy with the company's employees.
Hard skills
- In-depth knowledge of operational and strategic management
- Mastery of financial management, accounting and management control
- Expertise in employment law and company law
- Control of project management methods and change management (V cycle, Agile, Scrum)
- Proficiency in digital tools and information systems (Power BI, ERP software such as SAP, Oracle, Sage)
- Proficiency in one or more foreign languages, as a minimum professional English
Soft skills
- Leadership and team-building skills
- Communication and negotiation skills
- Ability to analyse, summarise (diagnosis and strategy) and solve problems
- Adaptability and stress management in emergency situations
- A keen sense of diplomacy and professional ethics
- Rapid understanding of an organisation's culture and values
- Ability to lead and take decisions
| ❌ 6 common mistakes to avoid and the associated risks | ✅ Best practices for success |
| Underestimating the diagnostic phase Unsuitable action plan, mismatch with the company's real needs, poor allocation of resources | Taking the time for an in-depth audit processes, teams and financial results before taking action |
| Imposing methods too quickly Resistance to change, loss of confidence, disengagement and disorganisation | Adopting a progressive approach listening, observing, then co-constructing solutions with teams |
| Neglecting communication Misunderstandings, execution errors, duplication or delays in implementing the action plan | Communicate regularly and clearly with all stakeholders (management, managers, teams) |
| Limit yourself to your past expertise Partial solutions, lack of innovation, loss of strategic opportunities, loss of credibility | Developing a multidisciplinary approach and continuous training to adapt to the needs of each assignment |
| Skipping the succession plan Decision-making vacuum at the end of the assignment, loss of key company information, disorganisation | Transferring skills and prepare for succession to ensure the company's long-term future |
| Risk of failure or incomplete mission If certain key aspects of the assignment remain unaddressed, overall success is compromised and may require the involvement of other specialists. | Mission successfully accomplished The necessary changes are implemented with measurable results: performance, profitability, organisation. |
How much does an interim manager earn?
Average remuneration was between €80,000 and €150,000 gross per yeardepending on experience, sector and the complexity of the assignment.
| Experience | Gross annual salary, from |
|---|---|
| Beginner | 55 000 € |
| Intermediate | 80 000 € |
| Confirmed | 120 000 € |
As assignments are often one-off and of a high level, part of the remuneration package may include daily fees or performance bonuses.
What kind of working environment?
Nearly 5,000 assignments are offered each year. Nearly half of these involve relay management.
The interim manager works in SMEs, ETI or major groupsacross all sectors. More specifically, almost one out of every two client companies is an SME. Interim managers are most frequently called upon in the industrial, services and distribution sectors.
The average length of an assignment is around 8 months. In general, it takes between 3 and 6 months to manage a crisis or a one-off replacement. Transformation, new project or restructuring assignments last between 6 and 12 months, or even up to 18 months depending on the complexity, and in exceptional cases up to 2 years.
The length of the assignment also varies according to the size of the company (often faster in an SME) and the sector of activity. In regulated sectors, such as finance and healthcare, assignments can sometimes take longer. Finally, it depends on the objectives set: some situations require rapid resolution, others gradual support.
The mission involves close collaboration with managementThese include the Board of Directors, operational teams and sometimes shareholders or boards of directors.
Interim managers can work on a freelance basis or as part of a specialist consultancy that sends them out on assignments for its clients (interim management contract, freelance administration, etc.).
There is frequent travel, sometimes internationally, depending on the scale of the project.
[Key figures] Market data
In France, the interim management market is a significant one 800 million euros of sales in 2023 (x2 in 4 years, +16 % per year).
Of which 30 % carried out by interim managers self-employed.
150 companies operate in this market (compared with just 60 in 2016).
55 % of companies make missions abroad.
For 72 % of those involved in interim management, the need for agility and skills on the part of companies is the main driving force behind the market's development.
A market that has not yet reached full maturity: more than half of companies expect a very strong growthexceeding 20 % per year.
3 main growth drivers :
1/International
2/ Artificial intelligence
3/ Interim management with impact
📌 Source: Xerfi study for France Transition.
*Interim management with impact consists, through assignments, in measurably improving the social, societal or environmental performance of organisations, while at the same time strengthening their economic performance and resilience.
What are the prospects for development?
Interim managers can specialise in a particular field: crisis management, restructuring, digital transformation, MTI (management de transition à impact), international, etc.
If they wish to progress, they can apply for general management positions (CFO, HR Director, etc.) or long-term strategic consultancy roles.
Another option is to set up your own interim management firm.
What are the attractions and constraints of working as an interim manager?
Attractions
- Varied and stimulating assignments
- Autonomy and rapid decision-making
- Direct impact on the success and transformation of businesses
- Opportunity to develop a high-level network
- Making the most of expertise and experience acquired
Constraints
- High pressure to deliver
- The need to adapt quickly to new environments
- Often short assignments, requiring a high level of availability
- Frequent travel, sometimes far from home
- Self-employed status (financial insecurity between two assignments)
