Following the acquisition and separation of a major retail business from its listed parent, the new owners needed a CFO capable of helping lead the business through a fundamentally different chapter. The existing finance leadership had deep knowledge of the organisation, but the transition demanded additional experience of investor-backed environments, greater commercial capability and a leadership style suited to a period of significant change.

A confidential search identified an experienced Interim CFO who could step in quickly, strengthen the leadership team and help navigate the transition under new ownership.

Initially appointed for six to nine months, the relationship proved so successful that the interim subsequently moved into the role permanently. More than two years later, they remain in position.

A newly appointed CHRO inherited an HR function that was highly operational but needed to become more strategic, efficient and better equipped to support the future direction of the business.

An experienced HR transformation interim was brought in to work alongside her. Over a nine-month assignment, the interim helped redesign the operating model, introduce new technology and processes, move the function towards shared services and identify significant opportunities to reduce cost without compromising capability.

The transformation delivered more than £12 million in savings. It also reshaped capability within the function, including the appointment of two key individuals whose broader remits ultimately replaced work previously spread across six roles.

A listed hospitality business needed a three-year property strategy for its board and shareholders, while ensuring its existing Head of Property retained ownership.

We introduced an experienced former Property Director for a 10-week mentoring assignment, providing challenge, perspective and senior-level guidance while the internal leader developed and presented the strategy himself. Rather than taking over, the advisor worked alongside him, testing assumptions, challenging his thinking and bringing the experience of someone who had tackled similar strategic questions before.

A board-ready property strategy developed and owned by the existing leader, with additional capability and confidence left within the business.

A PE-backed technology business was entering a significant period of growth following an acquisition. The opportunity was substantial, but the technology environment and operating model had been built for a smaller organisation and were no longer equipped for the scale, complexity and pace of the combined business.

An experienced Interim CIO was appointed to lead the technology integration while creating a platform capable of supporting the company's next stage of growth. They brought together previously separate technology teams, rationalised systems and suppliers, strengthened governance and cyber resilience, and established a clear technology roadmap aligned with the wider commercial strategy.

The interim also reshaped the function itself, clarifying responsibilities, strengthening leadership capability and moving technology from a largely operational function to one capable of supporting growth and future acquisitions.

The acquisition was successfully integrated and the business left with a more scalable technology platform, stronger capability and a clear roadmap for continued growth.

A major international retailer entered an intensive competitive bidding cycle for a new generation of contracts that would shape the business for several years. With the CMO playing a central role in the process, an Interim Marketing Director was appointed to take ownership of significant elements of the existing marketing agenda and ensure important programmes continued to move forward.

Coming from fast-paced fashion and food retail environments, she quickly established credibility with the team, took ownership of key programmes and brought a fresh external perspective to both the work and wider business. Crucially, this wasn't about rewriting the strategy: it was about understanding what had already been agreed, knowing where to challenge and getting on with delivering it.

Six months later, with the bidding process complete, responsibility transferred back to the CMO. Critical marketing activity maintained its momentum while the permanent CMO focused on a business-defining commercial priority.

A listed industrial business was preparing for significant transformation across its warehousing, transport and logistics operations. Its longstanding functional leader had provided stability over many years but, approaching retirement, the business recognised that the next phase required a different kind of leadership.

An experienced Interim Group Logistics Director was appointed for 18 months to lead the transformation. Working across a large, predominantly long-serving operational workforce, they quickly established credibility and brought people with them through substantial change.

The programme included redesigning the warehousing and distribution operating model, reviewing the transport network and fleet utilisation, introducing stronger operational data and performance management, standardising processes across sites, and improving workforce planning and management accountability.

The interim also identified and mentored an internal successor throughout the transformation, leaving the function ready to lead itself once they stepped away, sparing the business what would otherwise have been a lengthy and difficult external search.