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
Damir M.
Last position:
Head of Research & Chairman of the Research Advisory Board at SBS Swiss Business School
Swiss University of Applied Sciences institute (HEdA/AAQ accredited); ranked #5 globally for Executive MBA (CEO Magazine 2025)
- Led the research function and chaired the Research Advisory Board.
- Editor of the Journal of Applied Business Research.
- Member of the Thesis and Dissertation Committee.
- Contributed to the AAQ and ACBSP accreditation processes.
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 GraubĂĽnden 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
Bernt A.
Last position:
Interim Manager at AF Schweiz GmbH
- Interim CEO for a company in the healthcare industry. Billing services provided by doctors and clinics, as well as their pre-financing
- Negotiations regarding claims management for a construction company (claim of 35 Mio.)
- Recruitment of banking staff in wealth management under mandate for an established recruitment consultancy
- Managed the accounting of a temporary staffing company under mandate
Anja F.
Last position:
Interim HR Process Management / Process Documentation at Klinikum NĂĽrnberg
Klinikum NĂĽrnberg
Healthcare · approx. 10,000 employees; around 100 employees in HR
Mandate focus:
HR processes, document control and interface quality
- Recorded and structured inconsistent HR processes and cleaned up contradictory documentation.
- Coordinated work instructions, process maps, forms and diagrams for TVöD, TV-Ärzte and other employee groups.
- Clarified responsibilities, document storage and interfaces; revised Draw.io diagrams and reported to HR management.
Areas of expertise: HR Process Management, HR Operations, HR Governance, HR Documentation
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.
JĂĽrgen S.
Last position:
Interim CFO - Member of the Management Board at Transport catering company (NDA), group company, D; listed corporate group, CH
- Stopped the chaos: restructured the team, filled vacant IT roles, eliminated isolated solutions and consistently cut unnecessary elements
- Established consistent reporting and created security
- Managed recruitment
- Established IT alignment
- Implemented process standards
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
Bernhard H.
Last position:
Interim Global Medical Lead (Digital Solutions) at Roche Diagnostics International
- Led global medical strategy and launch readiness for Navify® AlgoSuite Cardiac Algos across EMEA and APAC.
- Drove implementation planning, KOL engagement and due diligence for digital-health partnerships and adoption
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).
Witali H.
Last position:
Founder & CEO at aiFEX
- Built an AI operating model in which specialized agents work with clear roles, precise briefings, review standards and governance boundaries; decision-making responsibility remains with humans.
- AI Transformation Lab as a real-world validation environment for agentic workflows, local/cloud AI models, automation and human-in-the-loop governance (details above).
- Applied transformation principles to AI: ownership, risk control, stakeholder alignment, quality review, traceability, delivery discipline; DEV/TEST/PROD mindset.
Wolf P.
Last position:
Interim Head of IT-POS Base GK - SAP at Depot GDC
- Interim management of IT-POS based on GK and SAP for DEPOT GDC.
- Responsibility for the stability and further development of the POS base platform.
- Management of adaptations and rollouts in the POS environment in coordination with the SAP backend.
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
Ă–zgĂĽr K.
Last position:
Interim Project Manager (Finance & Legal Transformation) at Sieber Gruppe
- Set up and led a PMO to manage 8 Finance and Legal workstreams
- Planned and implemented a 2-stage transformation (7 → 2 companies), including coordination of key stakeholders
- Redesigned business structures as well as Finance and reporting processes
- Restructured the ERP landscape in Abacus, including go-live
- Structured financing initiatives, including Supply Chain Financing
- Established transparent reporting structures and improved liquidity, governance and compliance
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
Discover over 15,000 top freelancers
Interim Managers statistics
Aggregated from the professional profiles of matched freelancers.
Experience
30 years
Position duration
3.4 years
Positions per freelancer
13
Top business areas
Project Management, Operations, Strategy
Top industries
Manufacturing, Healthcare, Information Technology
Certification focus areas
Project Management, Quality Assurance, Information Technology
Bachelor's degree or higher
87%
Master's degree or higher
74%
Doctorate
16%
Certifications per freelancer
3
Most common languages
German, English, French
Speak two or more languages
97%
Based on our profile pool as of 26 Oct 2026.
Daily rate distribution
The chart shows how the daily rates of experts in this role in Switzerland are distributed, based on recent contracts on our platform. Each bar covers a rate range — its height shows the share of experts charging 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 26 Oct 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 (70%)
- Healthcare (59%)
- Information Technology (59%)
- Professional Services (59%)
- Banking and Finance (43%)
- Pharmaceutical (38%)
- Automotive (32%)
- 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 156 €, which corresponds to a daily rate of about 1,247 € based on an 8-hour working day.
Of the freelancers working as Interim Managers in Switzerland, 87% hold at least a Bachelor's degree, 74% hold at least a Master's degree, and 16% 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 3.4 years.
The most common languages among freelancers working as Interim Managers in Switzerland are German (100%), English (97%), and French (46%).
The most common industries among freelancers working as Interim Managers in Switzerland are Manufacturing (70%), Healthcare (59%), and Information Technology (59%).
The most common business areas among freelancers working as Interim Managers in Switzerland are Project Management (92%), Operations (76%), and Strategy (76%).
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.
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Philipp Thomaschewski
FRATCH CEO
