If you lack the necessary expertise internally for an important project, there are three concrete options: you bring in an external consultant, you invest in training existing employees, or you bring in an interim manager. Which choice makes the most sense depends on the urgency, the duration of the project, and the depth of knowledge required. In this article, we answer the most frequently asked questions about what you can do when internal expertise is lacking.
When does a lack of internal expertise become a real risk?
A lack of internal expertise becomes a real risk as soon as it jeopardizes the progress, quality, or outcome of a project. This is the case when no one on the team has the required knowledge or experience to make key decisions, and when the cost of mistakes is higher than the investment in external support.
Concrete signs that the risk is real:
- The project requires specialized knowledge that is not present in the current team
- Previous attempts have failed due to a lack of experience with similar trajectories
- The timeline leaves no room for a learning curve
- Mistakes in this project have direct consequences for the organization, clients, or compliance
Companies often underestimate this risk because they overestimate the knowledge available or underestimate the complexity of the project. An honest gap analysis at the start of a project prevents costly corrections later.
What options exist to compensate for missing expertise?
There are four common ways to compensate for missing expertise: internal training, external consultancy, freelance specialists, and interim management. Each of these options has a different time horizon, cost structure, and degree of involvement with the organization.
An overview of the options:
- Internal training: Useful when there is time and the knowledge remains relevant to the organization in the long term
- External consultant: Suitable for advisory assignments where execution remains internal
- Freelance specialist: Relevant for well-defined, technical tasks with a clear deliverable
- Interim manager: The designated choice when someone needs to take on operational responsibility within the organization for a defined period
The choice depends heavily on the nature of the project. Is it a one-off analysis or advisory assignment? Then a consultant will suffice. Does someone need to manage a team, lead a change trajectory, or fill a temporary leadership role? Then interim management is generally the most effective solution.
When is an interim manager the right choice for a project?
An interim manager is the right choice when a project requires operational direction, when there is a temporary gap in leadership, or when the organization needs to implement a change for which it lacks the internal experience. The interim manager takes on actual responsibility and works from within.
Typical situations where an interim manager adds value:
- A key figure leaves the organization and succession has not yet been arranged
- A merger, acquisition, or reorganization requires specialized project leadership
- A new system or process needs to be implemented without the existing team having the capacity or knowledge to do so
- The organization wants to test a strategic direction before making a permanent hire
The key difference from a consultant is that an interim manager not only advises but also executes. This makes this choice particularly relevant for projects where speed and decisiveness are important.
How quickly can an interim manager become operational?
In most cases, an interim manager can be operational within one to three weeks. Experienced interim professionals are accustomed to stepping in quickly, understanding the context, and contributing immediately. The onboarding period is therefore considerably shorter than with a permanent employee.
The speed depends on a number of factors:
- Availability: Many interim managers work on short notice periods or are immediately available
- Matching: The sooner the profile is clear, the sooner a suitable candidate can be found
- Onboarding: A structured introduction accelerates impact, but a good interim manager takes the initiative themselves to get up to speed quickly
In urgent situations, such as the sudden departure of a manager or a project already underway, it is possible to schedule an initial conversation within a few days and make a decision within the week. This makes interim management particularly useful in unexpected situations.
What does it cost to hire an external expert or interim manager?
The daily rate of an interim manager in Belgium typically ranges between 600 and 1,500 euros per day, depending on the level of experience, the sector, and the complexity of the assignment. This may seem high at first glance, but the total cost is often lower than that of a permanent hire for a comparable role.
Why the cost comparison is more nuanced than it appears:
- You only pay for the period during which the expertise is needed, without long-term obligations
- There are no costs for long-term onboarding, pension accrual, or fringe benefits
- The impact of a well-executed project outweighs the daily rate in most cases
- Mistakes caused by missing expertise often cost more than the investment in the right professional
It is also useful to weigh the cost against the alternative: what does it cost if the project is delayed, fails, or is executed internally with insufficient knowledge? That calculation often quickly clarifies the value of investing in external expertise.
How do you prevent knowledge transfer from being lost after the project?
You prevent knowledge loss by planning knowledge transfer from the start of the project, not at the end. Ensure that the interim manager or external expert works alongside internal employees, delivers documentation, and actively transfers knowledge throughout the assignment, not just in the final week.
Practical measures that safeguard knowledge transfer:
- Pair the interim manager with an internal contact person or buddy who absorbs the knowledge
- Make documentation a fixed part of the assignment, not an optional addition
- Schedule interim handover moments so that knowledge is transferred gradually
- Close the assignment with a structured final report and a verbal debriefing
A good interim manager builds knowledge transfer in automatically, because they understand that the organization must be able to continue independently after the project. Discuss this expectation explicitly at the start of the collaboration, so it does not become a point of contention at the end.
How Skill&Will helps you find the right interim manager
When internal expertise is lacking for an important project, we help you quickly and precisely find the right professional. We do not work with large lists of candidates, but with a targeted selection of experienced interim managers who align with your context, sector, and objectives. What we do for you:
- We map your needs and translate them into a concrete profile
- We select candidates from our network based on relevant experience and cultural fit
- We support both you and the interim manager throughout the assignment
- We ensure a smooth handover and safeguarding of knowledge upon completion
With more than 50 years of combined experience and a deep network in the Belgian market, we quickly find the professional who will move your organization forward. Want to stay up to date with the latest insights on interim management and expertise? Subscribe to our newsletter and never miss an update. Ready to find out which profile suits your project? Contact us and we will be happy to think through it with you.
