Board seats, interim leadership and advisory — one board.

United Arab Emirates·Logistics & Infrastructure

Cooperative or mutual logistics and infrastructure services organisation

The next ownership chapter needs a leadership structure designed for it rather than inherited from the last. Over 24 months, an Interim Chief Business Officer at a cooperative logistics and infrastructure services organisation will set that structure, with the Group Chief Executive Officer as the reporting line.

Germany·Industrial Manufacturing

German Mittelstand manufacturer under lender pressure

Lenders have required an independent operating executive in the business before agreeing a standstill. The supervisory board needs someone who can hold both the operational plan and the lender relationship.

Spain·Energy & Utilities

Independent private energy and utility services organisation

A settled leadership structure for the next phase of ownership is what an independent, privately held energy and utility services company needs within 12 months, and an Interim Chief Executive Officer reporting to the Board Chair will set it.

Indonesia·Healthcare & Life Sciences

Healthcare operations organisation in Indonesia

Candidates should have led healthcare operations across several outpatient or primary-care locations, with responsibility for service consistency, staffing and access. They need to demonstrate how they worked with authorised clinical leaders to improve operations without substituting administrative targets for clinical judgement. The role does not presume that a candidate holds a local clinical licence, and it does not confer authority to practise medicine.

Netherlands·Logistics & Infrastructure

Infrastructure finance organisation in Netherlands

The interim CFO will lead a debt reset from an agreed executive mandate, converting fragmented financial information into a credible basis for decisions with lenders and the board. This is a delivery appointment requiring command of cash, forecast integrity, negotiating preparation and finance-team execution. It is not limited to producing a refinancing presentation.

South Africa·Telecommunications & Technology

Venture-backed telecommunications and technology organisation

Forecast ownership is the point of this 12-month interim seat: by the end of it, every business unit should stand behind its own numbers. The Regional Finance and Capital Director, appointed on an interim basis, sits under the Group Chief Financial Officer of a venture-funded telecommunications and technology business.

Belgium·Consumer & Retail

Retail and franchise networks organisation in Belgium

The interim distribution director will lead operational readiness for expansion across a retail or partner network. The mandate is to ensure that new locations can open with a support model that works, while protecting the performance of existing operations.

Canada·Business Services & Diversified

Venture-backed business and professional services organisation

Setting funding priorities really means deciding what gets less, later or nothing. Over 18 months an Interim Transformation Executive will make those calls across the initiatives of a venture-backed firm in business and professional services, reporting to the Investment Committee.

Switzerland·Industrial Manufacturing

Cooperative or mutual industrial manufacturing organisation

Its local plans pulled into one accountable operating agenda within 18 months: that is what a member-owned industrial manufacturer expects of an Interim Chief Executive Officer who will report to the Investment Committee.

United Kingdom·Consumer & Retail

Consumer business organisation in United Kingdom

Applicants should have led a lender-facing turnaround involving volatile consumer revenues and constrained liquidity. They must show how they maintained a common fact base when stakeholders preferred different outcomes. Experience with operational intervention, stakeholder negotiation and disciplined cash control is required; a background limited to transaction execution will not cover the remit.

India·Technology & Digital Platforms

Multinational subsidiary — technology and digital platforms organisation

Measurable economics on one side, technical consequence on the other: product funding at this technology and digital platforms business, part of a multinational group, should be tied to both. The Technology Committee Chair is bringing in an Interim Regional Chief Product and Technology Officer to do that over 12 months.

Netherlands·Consumer & Retail

Private-equity-backed consumer, retail and distribution organisation

Cash and performance discipline must be on a firm footing before the next planning cycle, and an Interim Country Head of Finance has 12 months to put it there. The appointment reports to the Group Chief Financial Officer in a private-equity-backed consumer, retail and distribution business.

Germany·Tourism, Hospitality & Entertainment

State-linked tourism and hospitality organisation

The Interim Country Managing Director we are looking for will spend 12 months building a growth plan grounded in realistic operating constraints, and then leading the country to it. The organisation is state-linked and works in tourism and hospitality; the post reports into the Group Chief Executive Officer.

India·Business Services & Diversified

European businesses integrating an Indian operating unit

A European business and its Indian operation use inconsistent processes, reporting and decision rights. The programme director will build a coherent operating model while retaining the local flexibility needed to serve customers and manage delivery effectively.

Italy·Energy & Utilities

Multinational subsidiary — energy and utility services organisation

Settling portfolio choices and fixing the order in which a transformation agenda is delivered: that is the 12-month job of an Interim Chief Transformation Officer who will report to the Investment Committee. The business works in energy and utility services and belongs to a multinational group.

Netherlands·Business Services & Diversified

Organisational recovery organisation in Netherlands

Candidates should have led transformation recovery with direct financial and operating accountability. They must explain how they distinguished a delivery problem from a weak underlying idea. Evidence of closing initiatives responsibly and transferring ownership into ordinary management is particularly valuable.

Netherlands·Logistics & Infrastructure

Cooperative or mutual logistics and infrastructure services organisation

Member ownership shapes how this logistics and infrastructure services business works, and it now wants quality, capacity and cost decided together at the operating front line. An Interim Senior Vice President, Operations, answering to the Regional President, will lead that 18-month programme.

United States·Business Services & Diversified

Non-profit business and professional services organisation

An adoption path that lasts across markets and through changes of leadership is what the Investment Committee of a non-profit business and professional services organisation wants built in the next 12 months, by an Interim Chief Transformation Officer reporting to it.

South Africa·Business Services & Diversified

General management organisation in South Africa

Take executive responsibility for improving cash conversion across an operating business. The assignment extends beyond collections: commercial terms, purchasing, work completion, billing and dispute resolution must be managed as connected decisions. The managing director will lead the changes through the line organisation and remain accountable for their effect on service and profitability.

Belgium·Business Services & Diversified

Business transformation organisation in Belgium

The programme lead will take responsibility for coordinating business and technology change across several functions. The assignment is to turn an agreed ambition into a sequence of decisions, delivery work and operational adoption. It requires practical programme leadership; a previous chief information officer title is not necessary where the candidate can demonstrate relevant responsibility and results.

United Kingdom·Technology & Digital Platforms

Secure software delivery organisation in United Kingdom

The role carries responsibility for the agreed programme and its delivery coordination, with risk acceptance and material expenditure retained by designated owners. The engagement should leave tested procedures, trained participants and a prioritised account of residual gaps. Handover must explain the conditions under which recovery objectives can be met and the assumptions on which they depend. Success is a credible, maintained recovery capability that the permanent organisation can exercise again without relying on the interim lead's personal knowledge.

Ireland·Logistics & Infrastructure

Transport and operational technology organisation in Ireland

Direct a migration of critical technology services in an infrastructure setting. The difficult work lies in maintaining an intelligible operating state while old and new systems coexist. The programme must prevent split ownership, incompatible records and recovery plans that assume the other environment remains available.

Ghana·Business Services & Diversified

Established SMEs

An established SME needs temporary executive leadership to restore operating discipline during a transition. The CEO will establish a reliable financial and operational baseline, give the management team clear priorities and prepare the business for its next stage of leadership. Sector alignment will be assessed against the applicant’s operating track record.

Philippines·Healthcare & Life Sciences

Hospital administration organisation in Philippines

This assignment focuses on the administrative processes that support hospital care: registration, scheduling, records flow, billing coordination and communication between departments. The administrator must improve reliability without creating unnecessary barriers to service.