Case Study: An Integrated Approach to Interim & Substantive Appointments at St Anne’s Community Services
St Anne’s Community Services operates across the whole of the North of England, supporting people with learning disabilities, mental health problems, issues relating to substance misuse and the homeless. The charity...
Interim Chief Financial Officer
LCH is a leading multi-asset class, multinational clearing house, serving major exchanges and platforms. Majority owned by London Stock Exchange Group (LSEG), it is a highly regulated...
Interim Finance Director
Imperial War Museums (IWM) is a family of five museums that helps visitors understand the strategies, weaponry and devastation of war and how conflict has shaped the world. In addition to a...
Interim Chief Financial Officer
Social housing organisation Riverside was founded in Liverpool 90 years ago and North West England remains its predominant area of operation. There are over 50,000 properties in its...
This was our first experience of an interim role at this significant level and it was a great success for us and we would certainly adopt this approach again, especially if the candidates were of the calibre of Paul.
Area of Expertise: Communications
“Ultimately, an interim can come in, do a project and then leave, with no continuation necessarily in the business. It is like having an internal consultant, you can be the bad cop. By that, I don’t mean behave or act in a bad way. It is just that sometimes people who are emotionally attached to an organisation struggle to demonstrate the independence to the process that you may need.”
Area of Expertise: Finance
“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”
Area of Expertise: 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.