Interim manager: from mercenary to architect of change
Once upon a time, in France, there was a concept that was still mysterious to me: interim management. For me, this term conjured up images of mercenaries, cold and distant executors, who came to lay off workers, cut costs and sometimes
even closing sites, without worrying about the social repercussions. This perception, often relayed by the media, marked my imagination.
But my story has evolved. Once a true vision, this vision has given way to a new reality. Times have changed, and today, interim managers are above all architects of the future. They are not entering companies to
To dismantle, but to build: internationalization, digitalization, external growth, and much more. They are called upon for their specific skills, for their fresh perspective and their ability to guide change.
I found myself imagining a company in full swing, looking to expand internationally. It calls on an interim manager, not to cut ranks, but to open new paths, explore unknown markets, and establish solid foundations for a promising future. Or I visualized myself in a society confronted with the complexity of digitalization. Here again, an interim manager enters the scene, bringing his expertise to navigate these tumultuous technological waters.
However, one question remains: is interim management an adventure for me?
I found myself at a crossroads, asking myself: “Am I experienced enough?”, “Can my network support me?”, “Am I ready to leave the security of the salaried job?”, “Do I have the right profile?”. Interim management is a leap in the
Today’s reality: building rather than dismantling
The unknown, a challenge that is sometimes taken up out of necessity, especially for seniors at the end of their careers. In this quest for answers, I understood one thing: interim management is not a job for everyone. It’s a vocation.
As an interim manager, I am first and foremost an individual entrepreneur. Whether I choose to create my own company or to start as an umbrella company, I can only count on myself. No more big monthly salaries, no more holidays
bonuses, and other benefits of salaried employment. Each mission is a contract won by sheer force of will. The loneliness of the entrepreneur is a reality for which I must prepare.
However, this solitude carries within it a promise of freedom. Freedom not to have a hierarchy, to work at my own pace, to say no, to choose my missions, and to avoid endless meetings. This freedom, however, comes at a price.
Freedom comes at a high price. My remuneration is often halved in the long term. Periods without assignments, charges, expenses, and the loss of salary benefits are all financial challenges. In addition, each mission requires a
Total investment. Understand the customer’s expectations, discover the company, the
people, context, numbers – all under immense pressure to deliver a diagnosis and action plan in just a few weeks.
The personal cost is also high. Assignments often take place far from home, and frequent travel is the norm. Telecommuting, for an interim manager, is rare. I have to be present in the heart of the action, feel the pulse of the company, and listen to its whispers to succeed.
Of course, I can refuse certain assignments, but before I do, I have to ask myself if I’m really cut out for this job.
For those who are ready to take on this challenge, the adventure is magnificent. What a satisfaction to support customers in their challenges, to work with new teams, to pass on knowledge, to achieve expected objectives, and to
enjoy freedom of speech.
What a joy to be independent.
Interim management is not for everyone, but if I feel this call, I have to go for it!
Manag-in.com is there to support me: finding clients, training me, choosing the right operating formula (SASU or umbrella company), and much more.
