Yes, an interim manager can effectively launch a new department. He or she brings experience from day one, builds the structure, processes and team, and hands everything over in an organized way to a permanent successor. This works especially well when you need results quickly and the right permanent candidate is not yet available. Through our talent pool you can quickly find experienced profiles. Want to stay up to date with news and insights about interim management? Subscribe to our newsletter here.
For companies in Brussels and Flemish Brabant, this is a proven approach to getting a department up and running without delay. Below you can read which tasks an interim manager takes on, when this choice makes sense, and how to organize the handover to your permanent team.
Which tasks does an interim manager take on during a start-up?
An interim manager takes on all the core tasks of the start-up: designing the department structure, developing processes and ways of working, assembling and leading the team, and delivering the first results. He or she acts as the person in charge until the department is running stably and is ready for handover.
In practice, the scope of work usually consists of four parts:
- Strategy and planning: translating objectives into a concrete start-up plan with milestones.
- Organization: defining roles, reporting lines, budgets and tools.
- Team: defining profiles, selecting and onboarding people, often together with your HR.
- Operations: testing and adjusting processes and serving the first customers or internal stakeholders.
Because an interim manager has done this before, he or she does not have to search for an approach. That saves you weeks, sometimes months.
When is a company better off choosing an interim manager over a permanent manager?
A company is better off choosing an interim manager when speed, specific start-up experience or temporary expertise outweigh a long-term appointment. A permanent manager is a better fit when the department already exists and mainly needs continuity and cultural commitment.
An interim manager is often the better choice in these situations:
- You need to start quickly and cannot wait months for a permanent candidate’s notice period to end.
- It is still unclear how large or how permanent the department will become.
- You need a manager with experience in starting up, a different profile from someone who manages an existing department.
- You first want to prove that the model works before you open a permanent position.
If you are mainly looking for a long-term vision and strong internal roots, a permanent hire is the better choice. A combination is also possible: the interim manager builds up the department, and a permanent manager takes over.
How does an interim assignment run from intake to handover?
An interim assignment runs in four phases: intake and setting goals, profile selection, start-up and execution, and finally a structured handover. Each phase has clear agreements on results, reporting and timing, so you know where the assignment stands at any moment.
- Intake: we discuss your goals, context, culture and desired outcome. Together we determine what a successful start-up means.
- Selection: we present a limited, relevant shortlist of interim managers who truly fit your situation.
- Execution: the interim manager starts, works according to the start-up plan and reports regularly to management.
- Handover: processes, documentation and relationships pass to the permanent successor, with an overlap period.
You can read more about this way of working in our approach to interim management in Belgium.
What profile does a good interim manager for a new department have?
A good interim manager for a new department is an experienced, independent leader with proven start-up experience, strong communication skills and the willingness to deliver concrete results. Technical knowledge of the field counts, but the ability to build structure weighs more heavily.
Look out for these qualities during selection:
- Relevant track record: has previously launched departments or projects, preferably in a comparable sector.
- Hands-on attitude: works both strategically and operationally.
- Quick deployment: productive in your organization within a few weeks.
- Coaching ability: develops the team so that it can continue independently after departure.
- Cultural fit: aligns with your way of working, because even a temporary leader influences the atmosphere.
How long does an interim assignment last and what does it cost?
An interim assignment for a department start-up usually lasts from a few months to a year, depending on the complexity and the size of the team. The cost per day or per month is higher than a permanent salary, but you only pay for the period in which you need the expertise.
The interim manager costs depend on a few factors: the seniority of the profile, the duration and intensity of the assignment (full-time or part-time) and the difficulty of the start-up. Quoting an exact amount without knowing your situation would be misleading. However, you can compare costs correctly by also factoring in the hidden costs of a permanent hire: a lengthy recruitment process, onboarding time and the risk of a mismatch.
An interim manager often delivers results faster, which partly offsets the higher daily rate. Agree on clear results and an end date in advance, so that the investment stays manageable.
How do you ensure the transition to a permanent team succeeds?
A transition to a permanent team succeeds when you plan the handover from day one. Appoint a permanent successor early, have them work together with the interim manager and put processes in writing. This way the knowledge stays in the organization when the interim manager leaves.
These steps will help you:
- Start recruiting the successor in good time, so that an overlap period of a few weeks is possible.
- Document processes and agreements on an ongoing basis, not only in the final week.
- Involve the team in the handover, so that nobody is surprised by the change.
- Schedule an evaluation moment a few weeks after departure to adjust where necessary.
An interim manager who prepares his or her own departure is a sign of a good profile. The best result is a department that keeps growing without him or her.
How we help with launching a new department
At Skill&Will, we match you with experienced interim managers who can truly build a department. We support both your organization and the interim professional throughout the entire assignment. This way the approach aligns with your goals and culture.
This is what you can expect from us:
- A thorough intake in which we get to know your goals, context and culture, so that the profile fits the assignment.
- A limited, tailor-made shortlist with insightful profiles, not a pile of CVs.
- Access to a network of experienced professionals that we have built up over more than 50 years of combined experience.
- Deep knowledge of the Belgian market, particularly Brussels and Flemish Brabant, including rates and availability.
- Follow-up during the assignment and help with the handover to a permanent manager.
Want to know how an interim manager can get your new department up and running quickly? Contact us and together we will look at what works best for you.
