Interim Managers in Switzerland
in minutes from over 15,000 CVs with the power of AI.For leadership gaps, change projects, and urgent operational pressure, we match interim managers with experience in restructuring, transformation, and line management. Fast, precise matching with vetted, available freelancers.
Meet FRATCH Interim Managers in Switzerland
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
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
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.
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
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).
Claus T.
Last position:
Interim Procurement Transformation Lead at Lonza
- Leading procurement transformation activities as part of a strategic carve-out program at a global life sciences company
- Responsibility for business separation, IT and operational technology contract management, supplier migration, and Day-1 readiness
- Close collaboration with Legal, IT, HR, PMO, Finance, and business functions to manage contractual risks, ensure business continuity, and successfully deliver the transformation.
Susanne G.
Last position:
Digital Health Advisor (pro bono) at Lovexair Foundation
- Advisor for the Respiratory digital ecosystem build up
- Support community growth and user adoption
- Drive collaboration with industry partners
Gregory R.
Last position:
Site Director and Turnaround (interim) at Dalli – De Klok BV
- Site leadership – 230 employees; €150M
- Turnaround and transformation of the site
- Introduction of Lean principles based on IWS (P&G)
- Increase of OEE by 20%
- Stabilization of delivery performance and elimination of out-of-stock situations, working closely with customers
- Close collaboration with the group to ensure the site was used to its full capacity
Daniel N.
Last position:
Strategy Advisor · Interim & Fractional Executive · Board Member DSIM at DriveDelta GmbH
Strategy needs rhythm. Continuous strategic guidance for industrial & technology leaders — turning strategic priorities into real progress.
Selected Impact:
- EV infrastructure rollout strategy — hypothesis-driven business & monetization model launched, > €80M cost savings, 30+ stakeholders engaged. Wolfsburg, DE
- Interim project lead, 200 HC — site alignment & new working model; +15% efficiency via faster decisions and reduced R&D spend. Frankfurt / Switzerland / Turin / USA / UK
- Automotive Updateability Framework — strategic, use-case-driven concept aligned across 10 brands and ~50 management stakeholders in 30+ workshops. Berlin / Munich, DE
- AI-readiness for R&D & SME transformation — benchmarked AI solutions, RACI & agile sales process, target operating model with top-management alignment. Berlin / Stuttgart, DE
Peter P.
Last position:
Consultant Strategy & Digital at Polynova AG
- Designed the growth and digital strategy for an EU distributor
- Established a differentiation strategy focusing on horizontal portfolio expansion, ESG and SG&A cost reduction using new digital sales and service channels
- Offered same-day logistic delivery for key customers, increasing customer satisfaction by 25%
Eugen P.
Last position:
Project Manager / Program Management at SMART-INTERIM Management GmbH
- Development, industrialization and production of helicopter seats (military)
- Responsible for an innovative seating system: weight < 15 kg, 100% crash safety according to EASA, side-facing, from concept to SOP
- Complete recovery of a project two years overdue: concept approval and prototype testing in 4 weeks, certification testing in 8 weeks, 100% EASA certification
- Management of global BCC development resources (> 60% share) and optimization of development cycles including FEM
- Streamlining the supply chain, on-time EASA and series approval, compliance with the NRE budget, timely delivery including FAI
Robert K.
Last position:
Interim AML/KYC Consultant at UBS/Deloitte AG
Credit Suisse integration, Business Risk Management (BRM) AML/KYC framework gap analysis UBS/Credit Suisse | Interim AML/KYC framework adjustments | Target AML/KYC framework design | Concept reviews | Manual onboarding process controls assessments | Evaluation of risk assessments (wave migration) | Risk assessments (RtB) | Communication with stakeholders
CONTEXT: Subcontractor as Interim AML/KYC Consultant for Deloitte AG as part of the BRM-NFR integration program for the Swiss booking centre (BCCH)
11/2025 – 03/2026 Support for BRM Advisory, FCP Competence Centre 04/2025 – 03/2026 BRM Integration Task Force Risks & Issues Wave Migration (in collaboration with IO Risk Team, Compliance and Legal) 08/2024 – 03/2025 BRM Integration Risk Oversight AML/KYC Manual Onboardings 11/2023 – 07/2024 Deputy AML/KYC Project Manager
Vitaly P.
Last position:
IT Project Manager UCC at Office for Informatics, Canton of Zurich
- Collaboration with and deputizing for the service manager for UCC (product owner)
- Interface management for UCC with other functionalities as part of the digital workplace
- Control of infrastructure tests and rollout, monitoring dependencies with other sub-projects
Dietmar H.
Last position:
Sales Development at Corris AG
Jürgen M.
Last position:
Global Healthcare IT and Strategy Expert at Deloitte
Executive advisory for healthcare organizations focused on enterprise transformation, healthcare modernization, digital health strategy, AI strategy, enterprise ICT transformation and strategic EHR modernization.
- Advise healthcare organizations in Switzerland, Germany and Belgium on EHR strategy, enterprise transformation, digital health, AI and target operating models.
- Lead EHR platform selection and evaluation as well as RFI/RFP processes; define governance, vendor-assessment and decision methodologies.
- Develop EHR feasibility studies, transformation roadmaps, executive business cases, cost-benefit analyses and value-realization assessments.
- Assess Epic and alternative EHR platforms for strategic fit, operational excellence, AI enablement, interoperability, governance and long-term value.
- Design AI strategy scenarios and governance models and facilitate executive workshops on AI, data governance, operational excellence and future healthcare operating models.
Discover over 15,000 top freelancers
Interim Managers statistics
Aggregated from the professional profiles of matched freelancers.
Experience
30 years
Position duration
3.3 years
Positions per freelancer
13
Top business areas
Project Management, Operations, Strategy
Top industries
Manufacturing, Professional Services, Healthcare
Certification focus areas
Project Management, Quality Assurance, Information Technology
Bachelor's degree or higher
87%
Master's degree or higher
73%
Doctorate
13%
Certifications per freelancer
3
Most common languages
German, English, French
Speak two or more languages
100%
Based on our profile pool as of 16 Sep 2026.
Daily rate distribution
The chart shows how the daily rates of freelancers in this role in Switzerland 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 Managers in Switzerland
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 16 Sep 2026. Actual rates may vary depending on seniority level, experience, skill specialization, project complexity, and engagement length.
Interim Managers experts industry focus
See which industries our matched freelancers work in most often — every figure is calculated live from the freelancers on FRATCH.
- Manufacturing (67%)
- Professional Services (64%)
- Healthcare (58%)
- Information Technology (58%)
- Banking and Finance (42%)
- Pharmaceutical (36%)
- Automotive (33%)
- Energy (30%)
Please note that freelancers can work across multiple industries, so percentages overlap.
About the role
What they do
Interim managers step into a business when leadership, speed, and clear decisions matter. They take responsibility for a unit, function, or project and keep work moving until a permanent solution is in place. Typical assignments include:
- Stabilising operations after a vacancy or departure
- Leading restructuring, change, or turnaround work
- Managing finance, supply chain, sales, HR, or IT functions
- Taking over a project stream that needs senior ownership
- Preparing a handover to internal leaders or a permanent hire
When companies bring them in
Companies hire an interim manager when the situation cannot wait. That can be a sudden management gap, a difficult transformation, or a business area that needs stronger control. In Switzerland, this is common in industrial firms, financial services, healthcare, and international mid-sized companies that need experienced leadership without a long hiring process.
Core skills
A strong interim manager combines fast diagnosis with practical execution. They understand P&L, stakeholder management, reporting lines, and how to lead teams that did not choose them. They are calm under pressure, communicate clearly, and know when to make decisions and when to listen.
- Rapid assessment of risks, priorities, and people
- Clear communication with board, leadership, and teams
- Change management and conflict handling
- Strong grip on processes, KPIs, and delivery
- Ability to work with limited onboarding and high trust
Specialisations
Some interim managers focus on CFO, COO, HR, or IT leadership. Others are brought in for transformation, integration after an acquisition, site closure, or recovery after performance drops. The right profile depends on whether the main need is strategic direction, operational control, or hands-on execution.
What good looks like
The best interim managers do not only advise. They take ownership, create order quickly, and leave the business in a better state than they found it. You will see this in structured priorities, visible progress, and a handover that others can actually use.
- Clear plan from the first days
- Visible progress on the real bottlenecks
- Stakeholders aligned and informed
- Documented handover and next-step recommendations
Working in Switzerland
For assignments in Switzerland, companies often look for people who can work confidently in English and, depending on the team, German or French. Local presence can matter when the role includes board meetings, plant visits, or sensitive employee topics. Remote work is possible for some project-heavy assignments, but leadership roles usually need at least some on-site time.
Frequently asked questions
Everything clients usually want to know about Interim Managers, in one place.
An interim manager takes over a leadership role or a critical workstream for a defined period. The focus is on stabilising the situation, making decisions, and delivering results until the company is ready for a permanent solution. That can include restructuring, transformation, team leadership, or operational recovery.
Companies usually bring in an interim manager when they need senior leadership quickly and cannot afford a gap. This is common in mid-sized businesses, international groups, and organisations going through change, crisis, or growth. In Switzerland, it often comes up in industry, finance, healthcare, and services.
A interim manager owns the role and the outcome, not just the recommendation. A consultant typically analyses a problem and advises on the solution, while an interim leader is expected to act, decide, and lead people. If the business needs someone inside the line structure, interim is usually the better fit.
A freelancer is the better choice when speed matters, the need is temporary, or the mandate is highly specific. An interim manager can cover a vacancy, lead a turnaround, or bridge a transformation without locking the company into a long-term hire too early. This is useful when the future structure is still open.
A strong interim manager needs more than a CV full of titles. Look for proof of leadership in difficult situations, clear communication, financial or operational understanding, and the ability to earn trust quickly. Experience with change, conflict, and handover is often more important than sector buzzwords.
Both are possible, but it depends on the mandate. An interim manager can handle reporting, planning, and many coordination tasks remotely, yet leadership roles often need on-site presence for team meetings, stakeholder work, and fast decision-making. In Switzerland, hybrid setups are common when the role allows it.
An interim manager is the general term for a temporary leadership professional. Interim CEO, interim CFO, or interim COO are more specific titles for the function they take over. If the company needs senior line responsibility in one area, the narrower title helps define the mandate more clearly.
Focus on the first conversation, the quality of questions, and the way the person frames priorities. A capable interim manager will quickly separate symptoms from root causes and explain what they would do first, second, and later. References, relevant turnaround or change experience, and a clear handover approach are also strong signals.
The average hourly rate for Interim Managers in Switzerland is 162 €, which corresponds to a daily rate of about 1,293 € based on an 8-hour working day.
Of the freelancers working as Interim Managers in Switzerland, 87% hold at least a Bachelor's degree, 73% hold at least a Master's degree, and 13% hold a doctorate.
On average, freelancers working as Interim Managers in Switzerland have 30 years of professional experience, with a single engagement typically lasting around 3.3 years.
The most common languages among freelancers working as Interim Managers in Switzerland are German (100%), English (100%), and French (52%).
The most common industries among freelancers working as Interim Managers in Switzerland are Manufacturing (67%), Professional Services (64%), and Healthcare (58%).
The most common business areas among freelancers working as Interim Managers in Switzerland are Project Management (97%), Operations (91%), and Strategy (79%).
FRATCH Interim Managers main locations
Our freelancers and interim experts are at home across the DACH region — available on-site in the major business hubs or fully remote. Choose a location to discover matched specialists, local market insights and up-to-date availability.
Zurich Request a free demo
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Philipp Thomaschewski
FRATCH CEO
