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Bring in proven interim executives for transformation, restructuring, change management, or urgent leadership gaps. We match you with vetted, available freelancers who can step in quickly, take ownership, and keep work moving without a long onboarding phase.
About the role
When to hire
Companies bring in an interim manager when speed matters and the work cannot wait for a long hiring process. Common reasons include a vacant leadership role, a change project that is losing momentum, a turnaround, a merger integration, or a team that needs clear direction fast. In Munich, this often comes up in industrial firms, tech companies, scale-ups, and international groups with local operations.
What they do
A strong interim manager takes charge from day one and focuses on the result, not on settling in. Typical work includes:
- stabilizing a team or business unit
- leading transformation or restructuring work
- improving processes, governance, and delivery
- managing stakeholders across departments and locations
- handing over a clear setup for the next permanent leader
Core strengths
The best interim managers combine leadership with calm judgment. They need to read a situation fast, define priorities, and make decisions under pressure. They also need strong communication skills, because they often work with management, works councils, finance, operations, and external partners at the same time.
Relevant background
Many clients search for an interim manager, interim executive, temporary manager, or turnaround manager when they need an experienced operator rather than a consultant. Depending on the assignment, the profile may come from operations, finance, sales, HR, supply chain, or program management. The key is not the title alone, but the ability to take responsibility and deliver in an uncertain setup.
Typical deliverables
Freelance interim leaders are usually hired for clear, practical outcomes. That can mean a stabilization plan, a reporting structure, a new operating model, a crisis response, or a clean transition to permanent leadership. They are expected to work hands-on, coordinate people, and leave behind a setup that still works after they are gone.
What good looks like
A strong interim manager does not wait for perfect conditions. They ask the right questions, separate symptoms from root causes, and focus on what will move the business forward now. In Munich, good candidates also know how to work with international stakeholders, switch between German and English when needed, and fit into established company cultures without creating friction.
Meet FRATCH Interim Managers
Marco Steidel
IT Interim Manager | Interim CIO | Transformation Lead | IT Project Manager & Program Manager | Digital Advisory Board Member
Last position:
IT Interim Manager & Digitalization Consultant at paarprojekt GmbH
- Project management and consulting services with a focus on IT interim management: digitalization of business management including processes and applications
- Assessment of the entire IT infrastructure including applications, core processes, and contracts, including cost optimization
- Evaluation and implementation of solutions to advance digitalization in the company in the areas of: property management, CRM, invoice review and approval processes, smart metering, DMS, time tracking
- Digitization of filing cabinets and introduction of SharePoint and Microsoft Teams as central document and communication platforms
- 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
Ralf Roßkopf
Project and Interim Manager Marketing | CRM | CX
Last position:
Program and Campaign Management at PAYBACK GmbH
- Project management in the area of "Campaign, Offer and Performance Management Classic" for PAYBACK partners from the retail, FMCG and financial services sectors
- Campaign planning, development and implementation of offer-specific concepts and measures for the channels newsletter, digital advertising (web and app), stand-alone mailings and the print mailing "PAYBACK points overview"
- Coordination with PAYBACK program partners (including American Express, Netto, EDEKA, Marktkauf & Trinkgut), PAYBACK specialist departments and agencies
- Documentation of tasks and processes as well as onboarding of the future role holder
Klaus Zwingel
Head of HR, Machinery and Plant Engineering
Last position:
Head of HR, Machinery and Plant Engineering at Interim Management (freelance)
- Acting as a professional sparring partner for management and leaders on HR topics
- Advising employees on HR matters
- Maintaining department capability during transition
- Analyzing weaknesses in the performance appraisal process
- Integrating the SAP appraisal tool
- Negotiating and organizing short-time work
- Analyzing and consolidating employment contracts
- Preparing references and recruiting
- Advising on organizational development
Thomas Nacke
Interim Manager
Last position:
Interim Manager at Groupe SEB SA
- Interim project management for the “o9 demand management” software introduction
- Communication: building continuous stakeholder communication
- Project governance: planning and meetings for/with key users, including preparation of inputs from the software development team
- Leadership: leading and motivating key users
- Risk management: identifying potential risks and developing mitigation strategies
- Monitoring and control: tracking project performance, regular review of progress reports, status meetings
- Documentation: maintaining comprehensive project documentation, including training materials
- Running user information meetings
- Running training meetings
- Setting up the user community
- Software test control and documentation (Squash)
- Introducing risk management, bug and issue tracking
- Technical acceptance of the software product
Philip Krüger
CFO / Commercial Management
Last position:
Consulting / Interim Management at self-employed
- Focus areas: restructuring, operations management, commercial management, purchasing, production
- Industries: automotive, metal processing, shipbuilding, electrical, elevators / escalators
Christoph Hansen
IT Project and Program Management
Last position:
PMO Lead at System Technology Defense
- Planning, establishment, and leadership of a Program Management Office (PMO) as the central unit for the operational control of the overall program with tasks including:
- Defining and developing the optimal project management processes for the program.
- Creating and introducing a monitoring & controlling process to manage the timely delivery of deliverables.
- Creating the overall program plan with schedules, budget & cost plans, resource planning, and deliverables planning.
- Selecting and managing external service providers and monitoring contract compliance.
- Defining and executing program risk management and developing mitigating actions.
- Developing efficient reporting for the overall program to meet all stakeholder groups. Defining and creating key program KPIs using earned value analysis and milestone trend analysis.
- Providing and adjusting necessary IT tools for communication and documentation (Confluence, Jira, Teams, etc.).
- Defining and executing project change management.
- Planning and running all management meetings, including steering committee, management meetings, and board presentations.
- Preparatory alignment, planning, and organization of the group project as a basis for the execution phase.
- Selecting and staffing the program core team and the extended project team with a total of 70 participants.
- Planning the project organization, reporting and decision-making paths, and governance at the operational and strategic levels.
Michael Koschnike
Managing Director – Interim Management
Last position:
Managing Director – Interim Management at CME CompuMess Elektronik GmbH
- Supported shareholders in the sale of the company – buy & build strategy
- Distribution specialist and solution provider for power supplies, measurement technology, test systems and OEM across various industries such as automotive, medical technology, defense, aerospace
- In-depth, vendor-independent technical consulting from design through prototype development across the entire development process
Daniel Bacon
Interim Manager, Project Manager, Product Owner, Business Analyst
Last position:
Interim Manager / Project Manager at Trench Group
Outcome: Implementation of an APS solution (Eyelit) across multiple international production sites, including definition of target planning processes, integration architecture (SAP – APS via middleware), and alignment of complex manufacturing requirements (e.g. autoclave planning, alternative routings). Establishment of governance structures, steering formats and decision frameworks to manage scope, cost and timeline across multiple stakeholders. Successful handover of project leadership to internal successor, ensuring continuity and sustained project delivery.
Role in Project: Project Lead / Program Manager
Main Tasks in Project:
- Led APS implementation across multiple plants (Germany, Canada, France, US) with focus on end-to-end planning & scheduling processes and system integration
- Acted as central interface between business stakeholders (plants, operations), IT (SAP/middleware) and vendor (Eyelit)
- Drove requirements engineering, including consolidation of plant-specific requirements and steering of sign-off process
- Managed vendor (Eyelit) performance, including scope clarification, effort discussions and commercial alignment
- Identified and challenged gaps between standard APS functionality and complex manufacturing requirements (e.g. autoclave planning, batch optimization, alternative routings)
- Defined and implemented project governance structures, including Steering Committees, risk reporting and decision frameworks
- Led escalation management on cost overruns, scope deviations and delivery transparency
- Coordinated integration strategy (decision for custom middleware vs. standard connector) and alignment with SAP landscape
- Improved project transparency and way of working, including definition of reporting structures, tracking logic and communication cadence
- Facilitated alignment between global and local stakeholders to ensure feasible timelines, resource planning and plant readiness
- Prepared and delivered SteerCo updates and executive decision documents
- Managed structured project handover to internal project lead, including knowledge transfer, documentation alignment and stakeholder transition.
Nick Riegger
Interim C-Level Executive | AI Governance & Workflow Transformation | Fractional COO/CFO/CEO | Munich
Last position:
Managing Director / Executive Advisor – Digital Transformation at BFW Werner Völk GmbH
- Executive mandate for the digital realignment of an established mid-sized company
- Analysis of organization, processes and IT landscape along the housing value chain
- Development of a prioritized transformation path (target vision, architecture, roadmap)
- Identification of significant automation and platform potentials
Lena-Jasmina Lombardi
Interim HR Operations Manager
Last position:
Interim HR Operations Manager at ELEMENTS Fitness GmbH
- Responsibility for daily HR operations across 4 studios in Germany, focusing on personnel administration and the employee lifecycle
- Drafting, reviewing, and managing all employment law documents (employment contracts, contract amendments, certificates, references)
- Preparing payroll, especially for hourly wage models, including data preparation and coordination
- Maintaining and managing timekeeping data in the system (Gfos) and ensuring data quality
- Proactively managing and tracking personnel-related deadlines (e.g., probation periods, fixed-term contracts, evaluations) in close coordination with studio managers
- Acting as the central point of contact and reminder for managers on all HR-related topics and processes
- Structuring and tracking HR processes while ensuring completeness and compliance of all documents
- Creating and maintaining HR documents, reports, and overviews in Word and Excel
Christiane Ried
Interim Manager Finance
Last position:
Interim Manager Finance at NOVENTI Healthcare GmbH
- Preparation of monthly and quarterly HGB financial statements
- Account reconciliations
- VAT returns
- Process optimizations in accounting
- Analysis of account structures and possible adjustments
- Process descriptions and documentation
- Review of checklist application
- Accounting system: Navision
Nenad Cavnic
Consultant and Interim Manager in Project Management
Last position:
Consultant and Interim Manager in Project Management at Simplon GmbH
- Development and implementation of the project management process in the company
- Introduction and training of the organization in project management
- Ensuring communication and reporting
- Creation of processes, workflows, and template documents
- Interim project management for the product development process and the production of bikes
- Business case analysis of suppliers and driving decisions forward
- Setting priorities and bringing projects to completion
- Supplier management, task force, and output increase at suppliers in Portugal
- Handover to the organization so that project management is carried out independently in the future
- Employee coaching and development
Martin Kulla
Management Consultant, Project Manager, Interim Manager
Last position:
Leading European pet food retail company
- Established and managed the PMO for the implementation of measures to optimize private-label brands (module responsibility)
- Managed a tracking tool to measure and manage the financial impact (contribution margin 1) of improvement measures (module responsibility)
- Conducted scenario analyses to assess the operational and financial impacts of measures aimed at strengthening the company’s own brand and product portfolio (module responsibility)
- Supported a strategic review and repositioning of the brands portfolio (private-label brands) in the pet food and pet accessories divisions (client support)
- Conducted detailed benchmarking analyses to assess the market coverage of the private-label brands and identify gaps (client support)
- Assisted the private-label procurement organization with supplier analyses (client support)
- Supported the private-label brands management team as well as the company’s executive management team in their decision-making (client support)
Marc Esser
Scrum Master for Agile Transformation and Team Development - DevOps & Cloud Adoption
Last position:
Scrum Master for Agile Transformation and Team Development - DevOps & Cloud Adoption at IT Business Unit of Leading European OEM
- Guided a large-scale agile transformation, improving team agility, DevOps adoption, and cloud readiness.
- Supported DevOps & CI/CD practices to optimize cloud deployment strategies and reduce time-to-market.
- Led agile coaching initiatives to enhance cross-functional collaboration between IT and business teams.
- designed agile governance structures to align executive leadership with cloud and digital transformation goals.
- Technologies & Frameworks: Agile (Scrum, SAFe), DevOps, Cloud Adoption, IT Governance, CI/CD, Change Management
Tony Stubenrauch
Interim Digital Excellence Manager
Last position:
Interim Digital Excellence Manager at AstraZeneca
- Digital & Omnichannel Lead: advising various brand teams on digital marketing strategies
- Product Owner for several indication areas to further develop an HCP web portal and multiple patient websites
- Development, management, execution, and optimization of (automated) personalized omnichannel campaigns along the customer journey and funnel
- Project management and leadership
- Monitoring & reporting of the respective measures
- Design, moderation, and facilitation of workshops (brand planning, digital strategy, team workshops, including brand, tech, medical, sales, legal)
- Management of external service providers and agencies
- Close collaboration in a cross-functional team with medical, brand, and sales teams, including field sales
Discover over 15,000 top freelancers
Interim Managers statistics
Typical experience
25 years
Average project duration
3.2 years
Certifications per freelancer
2
Top business areas
Project Management, Strategy, Information Technology
Top industries
Professional Services, Manufacturing, Information Technology
Most common languages
German, English, French
Bachelor's degree or higher
86%
Master's degree or higher
54%
Doctorate
9%
Salary / 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. Actual rates may vary depending on seniority level, experience, skill specialization, project complexity, and engagement length.
Average rates for Interim Managers & Seniority distribution
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.
Actual rates may vary depending on seniority level, experience, skill specialization, project complexity, and engagement length.
Frequently Asked Questions
Want to learn more? Find helpful information about FRATCH
A interim manager steps into a live business situation and takes direct responsibility for outcomes. That can mean leading a department, stabilizing operations, running a transformation, or covering a gap while a permanent hire is being found. The role is hands-on and decision-oriented, not advisory only.
A temporary manager is often the better choice when the need is urgent, the scope is unclear, or the assignment has a built-in end point. Companies use this model when they need senior leadership quickly without committing to a long recruitment cycle. It also works well when a business wants to test a change direction before locking in a permanent structure.
An interim executive owns the work and the result, while a consultant usually advises from the outside. Interim leaders make decisions, manage people, and keep the operation running. Consultants may support the assignment, but they do not replace the need for accountable leadership.
Look for fast assessment, clear communication, and the ability to lead through change. A strong interim manager should understand process, people, and stakeholder management, and be comfortable with incomplete information. Industry knowledge helps, but the real test is whether the person can take control and create momentum quickly.
Searchers often use terms like interim manager, interim executive, temporary manager, or turnaround manager for similar assignments. The exact title matters less than the mandate, the seniority, and the type of problem to solve. In some cases, a company may also look for a change manager or operations lead if the scope is narrower.
Yes, many assignments can be handled partly or fully remote, especially for reporting, planning, and coordination work. Still, an interim manager often needs on-site time at the start, during critical meetings, or when working closely with teams in the Munich office. The best setup depends on the level of stakeholder contact and the urgency of the assignment.
Focus on track record, not only on CV wording. A good interim manager can explain similar situations they have handled, the decisions they made, and the result they achieved. Also check how they enter a new team, how they handle conflict, and whether they can summarize a plan in a few clear steps.
Freelancers should expect a fast start, visible responsibility, and close work with local leadership teams. In Munich, many clients are used to structured communication and may expect both German and English depending on the company setup. Good assignments are clear about mandate, access to decision makers, and the handover at the end.
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Philipp Thomaschewski
FRATCH CEO
