Natasha Cleeve runs the interim executive search practice at Howgate Sable. An interim expert, she has spent her entire career in the search market specialising in interim management. We sat down with Natasha to discuss the specific challenges and opportunities within the interim market.

Hi Natasha, thanks for joining us today! Can you share a brief overview of your career interests to date?

I’ve worked in executive search from the age of 18, so I’ve spent a lot of time over the years perfecting the art of finding the right person for the right role! I’ve always specialised in interim management. Over the years I’ve spent time in boutique firms, Shreks and more recently practicing under the banner of my own interim search firm, so I have come at search from all angles! 

Tell us some more about interim management and how you support clients

Interim is a hugely specific and unique skill set, and I find it a really exciting challenge to find the right person every time I’m briefed. Unlike most traditional executive search, you don’t have the luxury of time to create long lists, short lists, candidate interviews, final decisions and so on. It’s typically the case that businesses need an interim management placement quickly – whether that’s because someone has left suddenly, traditional recruitment has failed, or there’s an unpredicted challenge to tackle. When they need someone, they need them now, so my job is to quickly assess what type of skills are needed and mine my network for the right person. 

What’s really interesting about interim placements is that it doesn’t require a sector specialism or experience. This is rarely the case on a traditional board placement, where sector expertise is often highly prized. When it comes to interim management, what matters is the ability to come into an organisation, quickly understand the challenges, strategise a solution and implement that plan. You need to be a leader who can mobilise the troops, while also being a confidante of the board. And, of course, interim managers can’t be afraid to ruffle a few feathers – it’s not a job for the faint hearted! 

All this combines to mean that skilled interim managers are in high demand, and I firmly believe that interim is itself a career discipline. 

How do you approach a typical brief?

Firstly, there’s no such thing as a typical brief! The interim sector moves quickly and interim managers are sought for a myriad of different reasons. My first step is always to take a deep dive into the business and understand its reasons for needing interim guidance so I can approach the right people. 

As I mentioned earlier, there’s rarely time to canvas a long list of options. The success of an interim practice comes down to network, and I’m fortunate to know a great many exceptional people who work in the interim space. 

How is the interim market looking in 2025 and beyond?

The market is starting to recover from the decimation of IR35. This legislation made it very difficult for self-employed consultants to work long-term within an organisation without becoming an employee, and a great many very experienced interim managers left the profession. 

The major challenge it’s facing now is that many organisations are failing to recruit well at all levels, for a number of reasons which are well documented elsewhere. This impacts the interim market in two ways: firstly, that it’s becoming more common to require interim support to solve major issues so the top people are in even higher demand than before; and secondly because interim managers need to work closely with boards and if these people aren’t in quite the right roles it can make the interim’s job even harder.

Bringing in competent, experienced people adds wisdom and capability to the boardroom, so at times like these interim placements can deliver a whole world of good to organisations that are struggling. 

I’d go so far as to say that 2025 is the year of rebirth for interim management – proving that you can’t solve problems without the capability needed to do so.