In November, we hosted our New to Interim event as part of our ongoing commitment to support and strengthen our interim community. Sally Wilson, Partner – Interim Leadership in our Local Government practice, shares some of the themes and insights from the webinar.
At GatenbySanderson, we pride ourselves on being more than a recruitment partner, we aim to be a trusted advisor, a sounding board, and a connector of people who share a passion for public service. Our strength lies in providing interim leaders across multiple sectors of the public domain. This event was designed not only to celebrate that expertise but also to reflect our culture: open, honest, and down-to-earth. We wanted to create a space where new and aspiring interims could gain practical insights, ask candid questions, and leave feeling informed and empowered.
Why This Matters
Transitioning into interim management is a significant career decision. It’s not just about changing jobs, it’s about changing mindset, lifestyle, and expectations. While we can share market knowledge and sector trends, we know that nothing beats hearing from those who have lived the experience. That’s why we invited two of our trusted interim leaders – Andy Vaughan, an experienced Local Government Interim Manager, and Sue Porto, an interim CEO with a wealth of public sector experience to share their personal journeys. We made a conscious decision not to record the event, so that people could speak openly and honestly. But this article aims to give a flavour of what we explored.
Three Legs of the Stool: What to Consider Before You Leap
I opened the session by sharing the three pillars I encourage every aspiring interim to reflect on before making the move. I call them the three-legged stool, because if one leg is unstable the whole structure wobbles.
- Financial Readiness
A financially driven move into interim management can be risky. When you factor in tax, NI contributions, and the absence of employer pension and holiday benefits, interim work is rarely more lucrative than permanent roles. The most fulfilled interims tend to be those motivated by flexibility and variety, not money.
Often, successful transitions happen when individuals have greater financial freedom, perhaps after paying off a mortgage, receiving an inheritance, or following redundancy. This freedom allows them to choose assignments for impact, not income. - Network and Family Support
Interim work can feel isolating. Moving from a permanent role often means leaving behind a strong internal network. Building a new one is essential, through recruiters, former colleagues, other interims, and consultancy contacts. This requires proactive effort: social media presence, coffee catch-ups, and personal branding.
Family support matters too. Interim roles can involve travel or irregular hours. Asking practical questions—Who feeds the cat if I’m away? Can I manage school runs? helps ensure the timing is right. - Career Mindset
Interim roles are about applying existing skills, not climbing the ladder. Unlike permanent positions, progression is slower. The most successful interims are those comfortable with their current level and motivated to share their expertise. If you’re still focused on stepping up, interim might not be the right move, yet.
Insights from the Experts
Andy and Sue brought these principles to life with honesty and warmth. Despite different backgrounds, their motivations were strikingly similar: a desire to give back to the public sector without the constraints of a permanent role. Both emphasised:
- Do your research before accepting an assignment.
- Build relationships early, internally and externally.
- Stay visible in the market while delivering results.
- Manage your exit from day one; leave on a high, not an overstay.
Their advice was practical and grounded: success as an interim isn’t just about expertise; it’s about adaptability, resilience, and professionalism.
Looking Ahead
We’re committed to continuing these conversations. In 2026, we’ll host quarterly sessions covering topics that matter to our entire interim network—not just those starting out. If you have ideas for future themes, we’d love to hear them.
At GatenbySanderson, we believe interim leaders play a vital role in shaping public services. Our job is to support you—not just in finding assignments, but in building sustainable, rewarding careers.
What do you think?
If you’re considering a move into interim management, what’s your biggest question? Or, if you’re already an interim, what advice would you share with someone starting out? Let’s keep the conversation going. Email sally.wilson@gatenbysanderson.com