Interim Manager
in minutes from over 15,000 CVs with the power of AICover change, crisis, growth, or handover with an interim leader who can step in quickly, take ownership of operations, and keep teams moving. From restructuring and process fixes to supply chain, finance, and transformation projects, you get fast, precise matching with vetted, available freelancers.
Meet FRATCH Interim Manager
Michael H.
Last position:
Interim Manager (Chief Digital Officer) at Leading German technical wholesale company
Agile Transformation – introducing agile principles and transforming traditional IT departments into Scrum and Kanban teams
IT Operating Model – redesigning the IT organization and introducing modern delivery structures and roles
Flight Levels – implementing Flight Levels to align strategy, coordination and operational execution
Leadership & Coaching – recruiting Agile Coaches and coaching Scrum Masters and IT leaders
ERP Operations – acting as Interim Product Owner for the existing ERP landscape and ensuring business continuity
ERP Transformation – supporting the migration from Microsoft Dynamics NAV to Microsoft Dynamics 365 Business Central as a Project Manager
Operational Core (ERP) – establishing dedicated teams for ERP Support, Feature Development, and ERP Migration
Modern Workplace – initiating the transition towards a Microsoft 365-based cloud workplace environment
ConnectHub – establishing a dedicated team to drive integration and connectivity initiatives
Warehouse Operations – building a cross-functional team to support logistics and warehouse-related capabilities
Maintenance & Operations (M&O) – introducing a dedicated team focused on stable operations and continuous improvement
AI Initiatives – identifying and promoting practical Artificial Intelligence use cases across the IT department
As Interim Chief Digital Officer (CDO) for a leading industrial supplier with a strong e-commerce focus (often described as 'the Amazon for industrial goods') responsible for leading the digital and organizational transformation while reporting directly to executive leadership.
Introduced agile principles and ways of working across the organization and transformed the traditionally structured IT department into cross-functional Scrum and Kanban teams focused on transparency, collaboration, and customer value delivery.
Redesigned the entire IT organization by establishing a modern operating model, introducing new roles such as Product Owner, Scrum Master and Solution Architect and strengthening the organization through strategic hiring and targeted capability development.
Recruited and onboarded Agile Coaches to accelerate the transformation and personally managed and coached Scrum Masters as well as IT department leaders to foster servant leadership, self-management and a culture of continuous improvement.
Implemented Flight Levels practices based on Klaus Leopold to align strategic objectives, cross-functional coordination and operational execution across the organization.
Introduced a ticketing system to increase transparency and enable data-driven decision-making, flow-based work management, and greater accountability at all levels.
Established and supported multiple cross-functional teams, including the Operational Core (ERP) domain with dedicated streams for Support, Feature Development and ERP Migration, as well as teams responsible for Warehouse Operations, Maintenance & Operations (M&O), Modern Workspace and ConnectHub.
Acted as Interim Product Owner for the operation and enhancement of the existing ERP landscape while supporting the migration from Microsoft Dynamics NAV to Microsoft Dynamics 365 Business Central as a Project Manager.
Collaborated with the selected implementation partner to design and establish the project organization and target operating model for the ERP transformation, introducing agile delivery structures and ways of working.
Facilitated the alignment between business, IT and the external vendor and played a key role in negotiating the contractual framework and delivery model to ensure a sustainable foundation for the transformation program.
Initiated the strategic modernization of the workplace environment through the adoption of Microsoft 365 cloud capabilities, establishing the foundation for enhanced collaboration, scalability and future digital services.
Launched AI initiatives to identify practical business use cases and promote the responsible adoption of Artificial Intelligence across the IT department.
Encouraged self-management and empowered teams to take ownership of decisions, delivery and continuous improvement.
Project language: German
Alexander P.
Last position:
Owner & Lecturer at Own company for AI governance and data products, Vienna
- Consulting and interim management at the interface between IT operations and regulation
- Impact analysis and implementation planning for NISG 2026 and the EU AI Act, including risk management and reporting and evidence processes
- Training for governing bodies and employees on regulatory obligations
- Lectures in Data & Information Management and Human-Machine Interaction at University of Applied Sciences Burgenland, since 2023
- Supervision of master’s theses and participation in the examination board
- Presentations for business and educational institutions
- Design and development of data and AI products, platforms and pipelines
- Privacy-first architectures and zero-knowledge encryption, cloud-native on EU infrastructure
- MLOps and AIOps in live operations
- Own applications under own brand: shared codebase, separate delivery for each target device
- AI-assisted software development (vibe coding), complete agentic pipelines, code generation, implementation, automated testing, CI/CD and release cycles
- Publications on the EU AI Act, NIS2, DORA, CRA and CER as an integrated governance system
- Publications on data sovereignty, cloud economics and industrial image processing
- AI governance / compliance: data quality, Responsible AI, EU AI Act readiness, risk classification, AI ethics
Georgi S.
Last position:
Founder & Executive Advisor | Transformation, Governance & Interim Management at STOEV Enterprises
- Established and lead STOEV Enterprises as an independent management and strategic advisory firm
- Advisory focus on transformation, governance, organizational development, program management and interim management
- Structuring complex situations and developing clear decision-making foundations for management and leadership bodies
- Developing and further enhancing governance, organizational and operating models
- Executive sparring and management advisory on strategic, organizational and operational issues
- Managing and supporting complex transformation, change and implementation initiatives
- Supporting program and portfolio management, prioritization, roadmaps, risks, dependencies and management reporting
- Taking on interim management and leadership responsibilities to stabilize and further develop organizations and initiatives
- Combining a strategic management perspective with a pragmatic, execution-focused approach
- Focus on customer orientation, service excellence and alignment between management, business units, IT, customers and external partners
- Advisory services in IT transformation, IT governance, service & operations management, infrastructure and platform services, as well as sourcing and supplier governance
- Experience in complex, technology-driven and regulated organizations, as well as in the Swiss federal environment
Ole H.
Last position:
Interim Head of PMO at RAILPOOL GmbH
Due to the steady growth of the client organization and the resulting increase in projects across various areas, including IT/digitalization, sales, organizational development and controlling, the demands on projects are increasing. Projects are often started but not completed within the planned timeframe, resources are not clearly assigned, and the business value is not clearly demonstrated. The objective of the assignment as Interim Head of PMO is to further develop and establish an existing project organization from the CDO area at executive management level. It is important that the governance is pragmatic, easy to understand and simple to apply in daily project work. The tasks and roles must be defined and established within the organization. In addition, this strategic PMO is to be supported by an IT solution, which must be selected and introduced. Furthermore, all ongoing projects are to be gradually integrated into the PMO governance and project management is to be centralized.
Stephan J.
Last position:
Interim Project Management Office Advisor at Noske-Kaeser Equans
Project management and process harmonization between the French parent company (Equans Group, Axima Marine) and the German production company (Noske Kaeser) for maritime cooling and air conditioning systems.
Matthias S.
Last position:
Lecturer in Software Management at Graubünden University of Applied Sciences
- Design and delivery of the university module “Software Management” in the Bachelor’s degree program in Artificial Intelligence in Software Engineering
- Teaching software project management, project organization, stakeholder management, risk and quality management, and agile and hybrid project management
- Coverage of release planning, cut-over, go-live, handover to operations, and the operational impact of technical decisions
- Combining methodological foundations with experience from software development, customer projects, delivery, release management, testing, and IT operations
- Use of AI in software and project management
Methods and tools: Software project management, HERMES, PRINCE2, Scrum, Kanban, hybrid approaches, requirements engineering, risk and quality management, release management, test management, Moodle
Marco S.
Last position:
IT Interim Manager & Digitalization Consultant at paarprojekt GmbH
- Project management and consulting services with a focus on IT interim management: digitalization of corporate management, including processes and applications
- Assessment of the entire IT infrastructure, including applications, core processes, and contracts, including cost optimization
- Evaluation and introduction of solutions to support digitalization in the company in the areas of property management, CRM, invoice review and approval processes, smart metering, DMS, and time tracking
- Digitization of file folders and introduction of SharePoint and Microsoft Teams as the central document and communication platform
- Design and delivery of an AI workshop, including rollout of AI tools to increase efficiency and transparency in key business processes
- Creation of training materials and delivery of user training for newly introduced digital processes and solutions
Axel M.
Last position:
Interim HR Lead Transformation – International E-Commerce & Logistics Environment at Inpact HR (Interim Management)
- Organizational Design: Strategic realignment of the organizational structure to increase operational excellence and prepare for a scaled shared service model.
- Tech-Driven HR Transformation: Supporting process optimization through the integration of modern automation solutions and AI-powered tools to increase efficiency in workforce management.
- Strategic Change & Rightsizing: Design of a change-management framework to align personnel resources with a new, centralized steering model.
Nik G.
Last position:
Executive Interim & Transformation Partner at Audoban & Co. GmbH
- Stepped into a senior interim mandate with hands-on accountability for a complex business model transformation, taking ownership of execution, operating decisions, and delivery within a highly regulated and complex regional environment.
- Led market access, launch, and go-to-market transformation work, aligning commercial, operational, and governance structures to support entry into new markets under time and regulatory pressure.
- Supported post-merger integration as well as divestiture shaping assignments, working hands-on with executive teams to align operating realities, decision rights, and accountability with transaction intent.
- Took interim ownership of critical transformation and integration programs, resetting priorities, sequencing, and leadership expectations where delivery risk or organizational friction had emerged.
- Acted as a trusted interim partner to CEOs and senior leaders during periods of structural change, providing clear judgement, hands-on leadership, and execution discipline.
Ornel Franck W.
Last position:
Sales Partner at ERGO PRO
- Industry: Insurance, Trade, IT
- Customers & Projects: Consulting and selling insurance and similar services
- Main tasks: Insurance consulting (health insurance, retirement planning, wealth building); commercial services, inside and field sales; sales data analysis and forecasting; customer consulting and support; opening a new sales headquarters for private and business customers; business development & innovation management; business use case development; process optimization; stakeholder management; team leadership and training; preparation and delivery of trainings;
- Technologies used: Microsoft Office 365, Microsoft Teams, Jira, Draw.IO, Camunda 8, Java (8, 17,21,25), Git, Spring Boot, Spring Batch, Spring Data REST, Spring Web, Spring Security, J-Unit, Playwright, Lombock, Vaadin, H2, PostgreSQL (16, 17 18), pgAdmin, Docker, LLMs, JasperSoft Studio, JasperReports
Alexander M.
Last position:
Senior Project Manager (Interim) at KPMG
- Implementation and optimization of group structures
- S4 transformation for a manufacturing company
- Optimization of financial structures
- Establishment of IFRS and US GAAP reporting structures
- Restructuring and change/integration management
Frank G.
Last position:
Agile Coach and Program Manager at Centris AG
The insurance application service provider in Switzerland intended to develop a multi-channel output system to support their customers on their digital enhancement journey.
- Established an Agile Release Train based on SAFe 6.0
- Trained all ART leadership
- Coached the development of the solution intent
- Established 5 teams in the ART. Developed the Epic and Feature Backlog for the team.
- Planned and coached 2 PI planning sessions
The insurance application service provider in Switzerland intended to transform their claims management BPO and IT team into an agile delivery organization.
- Established an Agile Release Train based on SAFe 6.0
- Trained all ART leadership
- Coached the development of the solution intent
- Established 2 teams in an ART.
- Developed the Epic and Feature Backlog for the team.
- Planned and coached 2 PI planning sessions
Matthias B.
Last position:
Member at Rotary – Passport Club Werderscher Markt
Sven S.
Last position:
Managing Director | Interim CFO & Finance AI
Commercial support for a property developer undergoing restructuring — financial management, transparency and reliable decision-making foundations. In parallel: AI mandates for an international cinema group (HR, energy technology) and an international construction group (consolidation, company valuation); additionally, auditing. Business consulting trade license (WKO).
Sebastiano G.
Last position:
Interim Manager & Strategic Advisor | Organization, People, Process & Digitalization at Sebastiano Guzzanti Solutions
- Strategic consulting: End-to-end optimization of SCM, processes, and structures based on 30 years of industry experience.
- Interim management: Leadership responsibility to bridge vacancies and stabilize teams during transformations.
- Transformation & Assets: Support for restructurings, asset utilization & brokerage (surplus assets), and digitalization (SAP S/4HANA).
Discover over 15,000 top freelancers
Interim Manager statistics
Aggregated from the professional profiles of matched freelancers.
Experience
25 years
Position duration
3.3 years
Positions per freelancer
13
Top business areas
Project Management, Operations, Strategy
Top industries
Professional Services, Manufacturing, Information Technology
Certification focus areas
Project Management, Human Resources, Information Technology
Bachelor's degree or higher
85%
Master's degree or higher
54%
Doctorate
10%
Certifications per freelancer
3
Most common languages
German, English, French
Speak two or more languages
97%
Based on our profile pool as of 10 Sep 2026.
Daily rate distribution
The chart shows how the daily rates of freelancers in this role are distributed, based on recent contracts on our platform. Each bar covers a rate range — its height shows how many freelancers charge within that range.
Average rates for Interim Manager
Rates are based on recent contracts and do not include FRATCH margin.
The average daily rate is the mean of all daily rates from recent contracts of comparable freelancers on our platform.
The median daily rate is the middle value of all daily rates — half of comparable freelancers charge less, half charge more. Unlike the average, it is barely affected by outliers.
Calculated based on our freelancers’ daily rates as of 10 Sep 2026. Actual rates may vary depending on seniority level, experience, skill specialization, project complexity, and engagement length.
Interim Manager experts industry focus
See which industries our matched freelancers work in most often — every figure is calculated live from the freelancers on FRATCH.
- Professional Services (72%)
- Manufacturing (62%)
- Information Technology (58%)
- Automotive (43%)
- Retail (36%)
- Healthcare (32%)
- Banking and Finance (31%)
- Energy (29%)
Please note that freelancers can work across multiple industries, so percentages overlap.
About the role
When to bring one in
An interim manager steps in when a company needs leadership now, but not a permanent hire. Common triggers are a vacant seat, a reorganisation, a turnaround, rapid growth, or a project that needs clear ownership.
- Bridge a leadership gap in operations, finance, HR, sales, or supply chain
- Stabilise a team after change, conflict, or missed targets
- Lead a transformation, integration, or process redesign
- Hand over cleanly to a permanent manager or internal successor
What they deliver
A strong interim manager focuses on decisions, structure, and execution. They assess the situation, set priorities, align stakeholders, and make sure the work moves forward.
- Fast diagnosis of the situation and risks
- Action plans with clear ownership and deadlines
- Team leadership and stakeholder management
- Reporting, escalation, and clean handover documents
Skills and methods
The best interim managers combine leadership with hands-on delivery. They are comfortable joining at short notice, reading an organisation quickly, and working with incomplete information.
They often bring experience in change management, restructuring, operational improvement, project leadership, or crisis management. Useful tools include KPI dashboards, process maps, workshop formats, and clear steering routines. In many cases, they also work closely with line managers, works councils, finance teams, or external advisors.
What good looks like
A good interim manager does not just advise. They take responsibility and create momentum.
- Clear, calm communication under pressure
- Strong judgment without long onboarding
- Ability to lead people without formal authority
- Practical focus on results, not slide decks
- Fit for the company culture and decision style
In Germany, companies often look for an interim manager for plant leadership, transformation, or function-specific support in finance, procurement, or operations. On-site presence is often important at the start, especially when trust, team dynamics, or sensitive change are involved. Remote work can fit planning, reporting, and coordination.
Frequently asked questions
Before you brief your next project: the most common questions about Interim Manager.
An interim manager takes over a leadership role for a limited period and focuses on stabilising, changing, or improving a part of the business. That can mean managing a department, leading a turnaround, handling a vacancy, or driving a project to completion. The role is hands-on and outcome-driven, not advisory only.
A freelance interim manager makes sense when the need is immediate, temporary, or highly specific. This is common during a vacancy, a reorganisation, a merger, a crisis, or a transformation that needs experienced leadership without a long hiring process. It is also useful when the company wants outside perspective and fast execution.
Depending on the setting, people may also search for an interim executive, interim director, or freelance manager. The exact title often depends on the level of responsibility and the function, such as operations, finance, HR, or sales. What matters most is whether the person has led similar situations before.
A strong interim manager needs leadership, structure, and the ability to make decisions with limited time. They should be able to analyse a situation quickly, win trust, manage stakeholders, and turn priorities into action. Experience in change management, restructuring, or operational improvement is often essential.
An interim manager takes responsibility inside the organisation and usually leads people, decisions, and delivery directly. A consultant typically advises from the outside and leaves execution to the client. In practice, the interim role is more operational and accountable for results.
Yes, but the right setup depends on the mandate. An interim manager often starts on-site when trust, team leadership, or sensitive change is involved, then mixes in remote work for planning, reporting, and coordination. For some functions, such as project steering or back-office leadership, remote work can work well from the start.
Look at whether the interim manager has solved a similar problem before, in a similar environment. Ask for concrete examples of change led, teams managed, and results delivered, not just a list of titles. A good fit also shows in communication style, speed of understanding, and confidence without ego.
An interim manager assignment usually means quick onboarding, clear responsibility, and direct access to decision-makers. Expect a practical role with visible impact, but also a need to adapt fast to company culture and internal politics. Clean scope, short feedback loops, and a solid handover plan help the assignment succeed.
The average hourly rate for Interim Manager is 130 €, which corresponds to a daily rate of about 1,044 € based on an 8-hour working day.
Of the freelancers working as Interim Manager, 85% hold at least a Bachelor's degree, 54% hold at least a Master's degree, and 10% hold a doctorate.
On average, freelancers working as Interim Manager have 25 years of professional experience, with a single engagement typically lasting around 3.3 years.
The most common languages among freelancers working as Interim Manager are German (100%), English (96%), and French (29%).
The most common industries among freelancers working as Interim Manager are Professional Services (72%), Manufacturing (62%), and Information Technology (58%).
The most common business areas among freelancers working as Interim Manager are Project Management (82%), Operations (65%), and Strategy (64%).
FRATCH Interim Manager main locations
Our freelancers and interim experts are at home all over Germany — available on-site in Berlin, Hamburg, Munich and every major business hub, or fully remote. Choose a city to discover matched specialists, local market insights and up-to-date availability.
Berlin 
Hamburg 
Munich 
Cologne 
Frankfurt 
Stuttgart 
Dusseldorf 
Dortmund 
Essen 
Bremen 
Hanover 
Nuremberg 
Vienna 
Zurich Countries:
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Philipp Thomaschewski
FRATCH CEO
