How interim executives are reshaping succession and value creation

Where do Interim Executives add the most value? Interim executives are not just ‘gap fillers’, they are catalysts for progress. They bring experience, pace and objectivity when businesses need results. 💡 Crisis or Turnaround: Step in fast, stabilise operations, rebuild confidence and implement recovery plans 💡 Transformation & Change: Drive digital, cultural or structural change with focus and urgency. Free from internal politics 💡 Leadership Gaps: Provide steady hands to maintain momentum during executive transitions or recruitment processes 💡 Private Equity & Growth: Accelerate commercial performance, strengthen governance and deliver pre-exit value creations 💡 Restructuring & Cost Optimisation: Make tough calls objectively and deliver tangible efficiency gains ******* Interim Executives don't just fill roles, they create outcomes ******* #interimexecutive #interimleadership #interimsolutions #fractionalexecutive

🚀 Top 12 Consulting Firms Shaping the Future of Business! 🌍 The consulting world continues to play a vital role in driving strategy, innovation, and transformation across industries. Whether it’s solving complex business problems, optimizing performance, or guiding digital transformation — these firms set the global standard for excellence. 💼✨ Here are the Top 12 Consulting Firms that continue to lead the way: 🔹 McKinsey & Company 🔹 Boston Consulting Group (BCG) 🔹 Bain & Company 🔹 Deloitte 🔹 PwC 🔹 EY (Ernst & Young) 🔹 KPMG 🔹 Accenture 🔹 IBM Consulting 🔹 LEK Consulting 🔹 Oliver Wyman 🔹 Booz Allen Hamilton Each of these firms has a unique edge — from strategic insights to technology-driven solutions — helping organizations thrive in an ever-changing world. 🌐💡 💬 Which of these consulting giants do you admire the most? Or maybe you’ve worked with one of them — share your thoughts below! 👇 #Consulting #BusinessStrategy #Leadership #Innovation #DigitalTransformation #CareerGrowth #TopFirms

Accenture has elevated Sujoy Ghosh to Assistant Vice President – FP&A, a significant leadership role that strengthens the organisation’s financial planning and performance management capabilities. In this capacity, Sujoy will lead key FP&A functions, drive analytical insights, and support strategic decision-making that enables Accenture’s continued growth and operational excellence. With strong expertise in financial analysis, forecasting, and business strategy, Sujoy brings a proven ability to optimise financial performance and enhance enterprise-wide visibility. His elevation reflects Accenture’s focus on developing high-impact leaders who contribute to financial discipline, strategic alignment, and long-term value creation. #LeadershipAnnouncement #Accenture #FPandA #AVP #FinanceLeadership #CareerMilestone #LeadershipUpdate #HRAssociationOfIndia

Industry turnover: 90%+ Cost per replacement: $20,000 Our employees: 30+ year careers The difference? We stopped treating people as replaceable resources . We train on what can go wrong, not just what to do. Leadership works the floor, not just the spreadsheet. Managers are promoted from within—they've actually loaded the trucks. Deloitte found companies with strong learning cultures have 30-50% higher retention and are 17% more profitable. In logistics, human capital is the differentiator. We wrote about what a century in business taught us about building teams that stay. Link in comments.

I don’t guess when CEOs are ready to move. I already know. In Saudi Arabia, most CEO moves are linked to transformation timelines. A leader is brought in to deliver a three-year mandate: → Restructure → Scale → Prepare for IPO And then they’re already planning their next challenge. That’s why we track executives’ arcs long before they hit the market. For boards, here’s what that means in practice: 1. Time your search with projects, not resignations. If your 2026 IPO plan is real, you should already be building your CEO pipeline today. 2. Anticipate tenure cycles. The average Saudi CEO tenure has shortened, many exit after 3–4 years. Plan for that rhythm, don’t be caught off guard. 3. Tap passive talent. The best leaders aren’t looking. They’re in year two of a five-year mandate. That’s when we start the conversation. So when they’re ready, you’re already first in line. The “sudden” CEO exit? It’s never sudden. If you’re reacting to a resignation, you’re too late. Future-ready boards don’t chase headlines. They build pipelines before the market even sees the shift coming.

Private equity firms are holding onto portfolio companies longer than they used to. That creates new demands on leadership. It’s one thing to lead through a sprint to stabilize the business, implement early improvements, make a strong first impression with the board. It’s another to sustain performance and engagement over several years of ongoing change. We’ve seen this firsthand. Some executives are well suited for the first phase, but lose steam once the job becomes less defined and more complex. The data supports this. Research from Gartner shows that employee capacity for change has declined significantly in recent years. That’s not just a workforce issue. It affects senior leaders, too. Today, firms need leaders who can pace themselves and their organizations, and can keep making progress, even when the path forward isn’t as clear or fast as it was in the beginning. At Townsend, we work closely with our clients to assess not just what a candidate has done, but also how they’ve held up in demanding, evolving environments. Longer ownership periods require a longer view of leadership. And that starts with selecting people who can go the distance.

Fortune 500 boards are continuously restructuring executive packages as CEO confidence in managing complex risk landscapes remains a critical challenge, with historically only 11% expressing strong confidence. Boards are responding with compensation redesigns that prioritize long-term alignment. Equity now represents 70% of total executive packages across S&P 500 companies, with median vesting extending to 4 years. This structural shift links leadership retention directly to shareholder returns while reducing annual cash burn by 15-20%.   Strategic talent mapping identifies which compensation levers drive executive retention and performance. Discover how to benchmark your executive packages at https://lnkd.in/d-QqRvfg   #ExecutiveCompensation #EquityIncentives #BoardGovernance #KellerExecutiveSearch   See how equity structures drive 40% higher executive retention rates →

CEO tenures are shrinking to record lows. This new research by BCG shows that CEO tenures across the economy are contracting sharply. In the first half of 2025, the average tenure for outgoing CEOs dropped to 6.8 years, down from 7.7 years in the same period in 2024, according to data from over 1,800 public companies tracked by Russell Reynolds. The findings highlight the growing pressure CEOs are feeling in terms of securing impact early on; the need for rigorous succession planning; and - critically, in my view - the growing onus on both boards and exec teams to work together to secure a leadership ecosystem that supports timely but secure and sustainable improvement and transformation. It’s also clear that CEOs - especially those new to the role - are experiencing greater challenge. They’re leading in an era of hightened complexity, competition (pressure), pace, and limited resource. It’s never been so demanding! But opportunities abound for those who get their approach right. These developments have major implications for boards, executive teams, and HR/leaders. Boards need to rethink succession planning. Shorter CEO cycles mean they must continually groom internal talent — not just plan for “the next CEO,” but anticipate multiple transitions during their own board tenure. I’d always say that alongside this, the role of boards in securing the appointment of a high quality CEO and ensuring they are supported, encouraged, and have the necessary time to both build the foundations and access continuous development and sincere, impactful networks, is all critical. The great CEOs tend to be long-term CEOs, endeavour to ensure yours is one! HR and people leaders have an essential role in building strong leadership pipelines, helping the CEO navigate team restructuring, build organisational capacity for improvement and innovation, and maintain continuity. An onus on leadership pipeline and ongoing talent development secures much needed robustness and resilience for a CEO who’s there for the long game. It’s also clear that executives aspiring to be long-term CEOs should sharpen their skills in talent identification, development and retention (across all disciplines); in stakeholder management; and in enabling improvement and innovation at scale (see the 7 pillars of improvement at scale). These are qualities that matter when time to demonstrate impact is limited, but when it is also essential that secure and robust foundations are put in place. A profound balance we focus on early in the #BeingTheCEO programme. Take a look at the BCG research, here: https://lnkd.in/gizCzpFk

Interim leadership isn't a stopgap. It's a strategic asset during critical transitions. When healthcare systems face funding pressures, leadership gaps, or rapid change, the wrong interim leader can worsen instability. The right one stabilizes operations, preserves mission integrity, and primes the organization for its next chapter. Consider a rural hospital board struggling with a sudden CEO vacancy amid staffing shortages and community scrutiny. An interim leader with a proven operational track record steps in—quickly evaluates, implements cost controls, and sustains stakeholder confidence. This isn't just management; it's mission protection. For healthcare tech companies scaling fast under regulatory risk, interim executives bring agility and sector expertise to navigate complexity without sacrificing growth. Interim leadership is precision insertion. It buys time without sacrificing momentum. It's not about filling a seat—it's about safeguarding a legacy and advancing change. Boards and CEOs must rethink interim roles—not as placeholders, but as pivotal leadership plays that turn transitions into strategic inflection points. How are you leveraging interim leadership to secure your organization's future? #hunterambrose #nicolebarbano #executivesearch https://hunterambrose.com

𝐖𝐡𝐲 𝐚𝐫𝐞 𝐬𝐨 𝐦𝐚𝐧𝐲 𝐂𝐅𝐎𝐬 𝐜𝐡𝐨𝐨𝐬𝐢𝐧𝐠 𝐭𝐨 — 𝐧𝐨𝐭 𝐜𝐨𝐦𝐩𝐞𝐭𝐞 — 𝐫𝐢𝐠𝐡𝐭 𝐧𝐨𝐰? Over the past few months, I’ve spoken with dozens of senior finance leaders across the UK. A consistent theme keeps coming up: the role of the modern CFO has never been broader — strategy, funding, M&A, people, exits… it’s relentless. That’s why peer collaboration is becoming so powerful. Networks like 𝗖𝗙𝗢+𝗧𝗲𝗮𝗺 bring together experienced CFOs to share best practice, compare notes on board challenges, and open doors to new opportunities — fractional, advisory, or full-time. There’s no sales pitch. No membership fee. Just CFOs helping CFOs. If you’re an experienced CFO or Finance Leader who values open discussion, practical insight, and genuine peer support, feel free to connect or drop me a message. — Tony Sheridan SL Exec Search | 𝗖𝗙𝗢+𝗧𝗲𝗮𝗺 Partner #CFO #Leadership #Finance #CFOCommunity #CFOInsights #Networking