From pension-ready 60+ to freedom-seeking 40+ with an active portfolio career
Twenty years ago, the typical interim leader looked like this: slightly dusty men aged 60+, dressed in rather dull grey suits. The businessman with one foot already on the way into retirement, but who wanted one last turn in the arena. He (and it was usually a “he”) had a long career behind him—typically built on long-term employment within companies in the same industry.
And cut to today …
We now see a new generation of interim leaders—dynamic profiles aged 40 and above, who have actively chosen a portfolio career. They prioritise flexibility and freedom in their working lives and see value in shorter engagements, as this allows them to shape their careers exactly as they wish. With room for sabbaticals, travel, board positions, or other pursuits that enrich their lives.
““From dusty, grey suits worn by 60+ leaders on their way to retirement, to 40+ professionals who have made an active choice to pursue a portfolio career—and thereby a freer and more flexible working life.””
Full-time and part-time
Today, we see many different types of engagements and contracts for interim leadership roles. Full-time assignments remain the most common, particularly for positions such as CEO, COO, and other senior executive roles. However, we are also seeing a growing demand for part-time engagements.
These can be structured in various ways—perhaps a set number of hours per week or two to three fixed days.
““Part-time is a new trend. Especially over the past 6–12 months, we have seen increased demand for part-time or half-time engagements—primarily for project-based roles. A part-time engagement makes it possible to tailor one’s working life and pursue a portfolio career, where surplus time can be allocated to another role, consulting work, board positions, or simply leisure and travel,””
In the vast majority of cases, however, full-time interim assignments are still the most in demand.
Women—or not
Twenty years ago, the interim leader was almost always a man. Women were significantly underrepresented. They still are—but to a lesser extent. Where the ratio may once have been 90/10, today it is closer to 70/30.
““There is still some way to go, but as we see more women stepping into top executive and leadership roles, this will over time also be reflected in our industry. We will see more and more female interim leaders, with the long-term goal of reaching a 50/50 balance.””
