An interim manager improves disappointing sales results by quickly uncovering the real causes and setting up targeted measures to address them within a few months. He or she brings experience, distance from internal habits, and a direct mandate to steer the sales team. Through our talent pool we quickly find the right profiles. Want to stay up to date on our insights and new profiles? Subscribe to our newsletter.
This works best when you have a clear problem, such as a shrinking pipeline, an exodus from the team, or a failed market launch, and you have no time for a lengthy recruitment process. In this article you will read how such an assignment unfolds, what it delivers, and when to use it.
How does an interim manager approach the first ninety days?
An interim manager divides the first ninety days into three phases: analyzing, adjusting, and embedding. In the first weeks, he maps out the current situation. Afterward, he implements quick improvements and builds ways of working that keep delivering even after he leaves.
In practice, it looks like this:
- Day 1 to 30: conversations with the team, the management, and key customers, plus an analysis of the pipeline, conversion rates, and CRM data.
- Day 31 to 60: an action plan with priorities, quick wins such as following up on outstanding quotes, and initial adjustments to roles or approach.
- Day 61 to 90: fixed meeting rhythms, clear targets, team coaching, and a handover plan for a permanent successor.
Because an interim manager has no political obligations within your organization, he can act faster and more directly than a new permanent colleague who still needs to be onboarded.
Which causes of disappointing sales can an interim manager uncover?
An interim manager often uncovers causes that are hard to see internally: an unclear commercial strategy, a poorly designed sales process, inadequate lead follow-up, or a team that doesn’t fit the market. These causes rarely lie with one person.
The most common bottlenecks are:
- a pipeline full of unrealistic opportunities
- no shared definition of a qualified lead
- too little coaching and feedback for the salespeople
- an offering that doesn’t match what customers are asking for today
- a team with the wrong mix of experience and profiles
By looking objectively at the figures and the daily practice, an interim manager separates symptoms from causes. Falling revenue then turns out, for example, not to be down to price, but to slow follow-up on quotes.
Which concrete measures does an interim manager deliver for better sales results?
An interim manager improves sales results with a limited number of targeted measures: a sharper sales procedure, clear goals per salesperson, better pipeline follow-up, and targeted coaching. Where necessary, he also adjusts the team structure.
Redesigning the sales process and the pipeline
He defines for each stage when an opportunity moves forward or drops out and makes sure the CRM reflects reality. This gives you a reliable forecast on which you can also base financial decisions.
Restructuring and coaching the sales team
Sometimes a restructuring calls for a different division of roles, for example a separation between winning new customers and growing existing ones. In addition, he coaches salespeople on conversation technique, negotiation, and customer follow-up, and guides difficult personnel decisions with the necessary care.
What is the difference between an interim manager and an external consultant?
An interim manager takes responsibility and executes, whereas an external consultant mainly advises. The interim manager works within your team, directs people, and is accountable for results. A consultant delivers recommendations and leaves the execution to you.
These are the main differences:
- Role: the interim manager leads and decides, the consultant analyzes and advises.
- Presence: the interim manager is present daily, the consultant often works project-based and remotely.
- Responsibility: the interim manager is accountable for the results, the consultant for the quality of the advice.
- Impact on the team: the interim manager coaches and directs directly, which produces a visible effect faster.
If you already have a clear plan but lack the capacity to execute it, an interim manager is a better fit. If what you mainly miss is an external opinion on your strategy, a consultant will suffice.
When is the right time to bring in an interim sales manager?
The right time is as soon as you notice that sales results are structurally lagging and you have neither the time nor the expertise internally to turn that around. Don’t wait until the problem gets out of hand, because every month without correction costs revenue.
Typical signals are:
- your sales director or sales manager suddenly leaves and the succession hasn’t been arranged yet
- revenue has been falling for several quarters in a row without a clear explanation
- you are launching a new product or entering a new market
- the sales team needs to be restructured or reorganized
- you want to stabilize the situation first before hiring a permanent leader
An interim sales manager bridges such a period without you having to hire someone in haste. This also gives you the time to calmly search for the right permanent candidate.
How do you find the right interim manager for your industry?
You find the right interim manager by looking for proven experience in your industry, demonstrable results with comparable sales challenges, and a personality that fits your culture. References and thorough screening matter more here than an impressive resume.
Pay attention to these criteria:
- Industry knowledge: does he know your customers, market dynamics, and sales cycles?
- Track record: has he achieved results in a comparable situation before?
- Style: does his approach fit your team, or is he mainly confrontational or coaching-oriented?
- Availability: can he start quickly and will he stay long enough to see results?
Without a broad network, it is hard to find such profiles, especially for an interim sales director in the Belgian market. A specialized partner with knowledge of the local market speeds up that search considerably.
How Skill&Will helps with interim management in sales
At Skill&Will, we match you with experienced interim managers who can be deployed immediately for a sales assignment. Thanks to our market knowledge in Brussels and Flemish Brabant and more than 50 years of combined experience, we reach profiles that are hard for you to find yourself. This is how we approach your challenge:
- we first listen to your situation, goals, and team culture
- we put together a curated shortlist, not a pile of resumes
- we screen every candidate on experience, results, and personal fit
- we support both your organization and the interim manager throughout the entire assignment
Read more about our approach to interim management in Belgium and discover how it fits your situation. Want to discuss right away what you need? Contact us and we will be happy to think along with you.
