The pace of transformation has never been faster — and the stakes have never been higher. Business Talent Group’s new report highlights how interim executives are becoming essential for companies navigating disruption. Leo Cummings, an associate at Hunt Scanlon Ventures, examines the findings and what they mean for leadership and talent strategy.
In Business Talent Group’s report Accelerating Transformation Success, one thing is clear: transformation has become a permanent state of business. Organizations across industries are under pressure to adapt to rapid technological shifts, geopolitical uncertainty, and evolving customer demands.
But for many companies, internal teams alone don’t have the capacity or political freedom to deliver the speed and precision required.
The research shows demand for interim executives has risen 310% since 2020 — a staggering figure that reflects how firms are rethinking traditional approaches to change and talent.
Tapping Interim Leaders to Fill Gaps
Rather than leaning solely on internal leaders, who may be constrained by hierarchy, or consulting firms, which are strong on strategy but weaker on execution, companies are increasingly tapping interim executives to fill the gap.
These leaders embed themselves inside organizations, move quickly, and crucially, build internal capability that remains long after their engagement ends.
“Organizations are realizing that transformation requires both fresh perspective and relentless execution,” said Leo Cummings, an associate at Hunt Scanlon Ventures. “Interim leaders can act boldly without being tied down by politics, and that’s often the difference between stalling out and breaking through.”
This blend of external expertise and internal engagement is shifting how transformations are designed and delivered. Interim leaders are no longer a temporary fix — they’re being viewed as a strategic edge.
The New Model for Leading Change
BTG argues that nearly every business leader now carries a transformation mandate, whether that means harnessing AI, integrating acquisitions, or restructuring operations for efficiency.
Yet in organizations built to reward the status quo, risk-takers often struggle to gain traction.
“Transformations require a strong leader who can step in and usher the organization through a shared vision.”
Interim transformation leaders offer a third path: they combine execution muscle with independence, ensuring transformations don’t just launch, but stick.
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As BTG puts it, “interim transformation leaders are not just a stopgap — they’re a strategic advantage.” By engaging them early and empowering them to span workstreams, companies de-risk major change initiatives and accelerate results.
The DNA of Successful Interim Leaders
What separates great interim executives from the rest? The BTG report points to four traits: emotional intelligence, data fluency, execution capability, and diverse industry backgrounds.
“Just like a chemical reaction requires a catalyst, transformations require a strong leader who can step in and usher the organization through a shared vision,” it noted.
“The most effective interim leaders thrive precisely because they’re not bound by an industry’s traditional playbook,” said Mr. Cummings.“They see opportunities insiders may overlook, and they’re judged by outcomes rather than politics.”
Traditional hierarchies make it hard for internal leaders to push bold change. Rising stars inside an organization may hesitate to make unpopular decisions for fear of career consequences.
“Interim leaders thrive precisely because they’re not bound by an industry’s traditional playbook.”
Interim leaders, however, arrive with no such baggage. “Unlike an internal rising star whose goal is to lead and stay, an external interim CTO typically aims to lead through the tour of duty and move on,” BTG noted.
Interim Leaders Act Quickly
This freedom lets interim executives act quickly, cut through bureaucracy, and make the unpopular but necessary choices.
The report stresses the importance of alignment at the top — CEOs, boards, and senior teams must be united behind the effort to give interim leaders the mandate to succeed.
Perhaps most importantly, interim leaders don’t just deliver immediate results — they also build capacity. The best engage rising internal talent in transformation projects, giving them hands-on experience and preparing them to lead future change.
As the report noted, this dual mandate both accelerates outcomes and ensures sustainability long after the interim executive departs.
“Transformation has become a permanent condition of modern business,” said Mr. Cummings. “The leaders who can guide organizations through it — even on a temporary basis — are no longer optional, they’re essential.”
Article By
Leo Cummings
Leo Cummings is Editor-in-Chief of ExitUp, the investment blog from Hunt Scanlon Ventures designed for professionals across the human capital M&A sector. Leo serves as an Associate for Hunt Scanlon Ventures, providing robust industry research to support the firm’s investment group.
