My role as an executive interim recruiter is to connect the right candidates with the right clients – often at short notice and under pressure. To do this effectively, I need to anticipate my clients' needs before they arise, so that when the call comes, I can respond quickly with the right solution. However, I also recognise that not every interim is the right fit for every organisation. Success isn't just about skills on paper; it comes down to culture, chemistry, and context.
Of course, every interim I put forward for a role will meet the job description and have relevant experience. That's the baseline. But if hiring decisions are made on those points alone, organisations risk overlooking the wider value that interims can bring.
Interims sometimes attract criticism for being expensive, but used well, they can actually save money by delivering far more than the immediate brief requires. They don't simply ‘hold the fort'. Instead, they bring fresh perspective, cross-sector knowledge, and the ability to mentor and coach permanent staff. This is especially valuable during times of disruption such as local government reorganisation (LGR), service redesign, or major transformation programmes.
The best interims are not just technical experts. They are change leaders, sounding boards, mentors, coaches, and trusted advisers – often stepping into complex, high-pressure environments and helping organisations navigate their own change journey with resilience and confidence.
Flexibility of interims
As local government continues to evolve, the coming years will see many senior employees retire or move on – sometimes into other sectors altogether. While the instinct is often to recruit a like-for-like replacement, these moments also offer councils the chance to rethink what they really need for the future, rather than simply replicate the past.
This is where interims add real value. Unlike permanent hires, they can be deployed at speed, scaled to the level of need, and bring highly targeted expertise. As districts and counties transition into new unitary structures, interims can play a pivotal short-term role in shaping what those future organisations look like.
In some cases, organisations may even struggle to recruit permanently into roles that are unlikely to exist in their current form in a few years' time. Interims bridge that gap, providing a flexible solution that supports immediate delivery while helping to design longer-term structures that are truly fit for purpose.
Mentorship during change
As previously mentioned, the best interims that offer the best value for money are those that go above and beyond the job description, turning over stones that have likely been untouched. This is why you will often see interims who are overqualified for the role they are there to fulfil.
It is very common for interim briefs to change early in the assignment, and most of the time that is due to their own actions, being inquisitive and asking questions of the culture that might not have been asked before.
As a hiring manager, allowing interims the creative freedom to affect change and challenge the status quo is vitally important to get the best value out of them. Good interims are strong at managing up and down the hierarchy and often become mentors for permanent members of staff. This can have an incredible impact on any organisation in the middle of change, where future structures are uncertain, and jobs may be at risk. Having a steady and experienced presence to guide and support individuals can make a significant difference.
It's important to remember that interims are motivated to deliver results quickly – their personal brand depends on it. Making a strong impact is in their best interest, which means organisations often benefit from their drive, energy, and willingness to go above and beyond.
Too often overlooked, interims bring a diversity of experience that can be invaluable – particularly when permanent recruitment proves difficult – offering organisations a fresh way to broaden and diversify their talent.
The pressure of LGR on organisations and their leaders is immense, dominating daily conversations and meetings – and rightly so, given the opportunity to shape public services for future generations. In this environment, enabling interims to mentor the next generation of leaders helps build resilience and ensure a pipeline of talent for the future.
Future outlook
This is both an exciting and challenging time for local government. With LGR on the horizon and wider pressures continuing to mount, the opportunity to be part of an organisation's change journey has never been greater. Interims will increasingly be seen not as stop-gaps, but as strategic coaches and capability-builders.
Councils that view interims as flexible leadership partners achieve far more sustainable results from their investment. If you'd like to explore how interims can save your organisation money in the long term, I'd be delighted to talk further. If you're an interim who recognises yourself in what I've shared and want to support councils through change, I'd love to hear from you too.
Matt Jones is associate director of local government – executive interim at Penna
