Source: INIMA
According to the European INIMA Report 2025, conducted by INIMA – the international network of European Interim Management associations – European Interim Managers faced a more challenging market environment in 2024. The survey included associations from Germany, the UK, France, Italy, Spain, Poland, Switzerland, Austria, the Czech Republic, Portugal, and Liechtenstein.
The INIMA 2025 survey highlights the following:
The placement rate of Interim Managers on projects declined to 65% (-4%), while daily rates slightly decreased to an average of €994 (-€5). The share of Interim Managers who started the year already assigned to a project also fell to 62% (-7%). This market development aligns with last year’s forecast predicting a difficult 2024.
Looking ahead to 2025, Interim Managers expect further changes in the business environment. However, many do not see these changes only negatively — instead, they view them as a period of transformation that will reward those who can adapt, innovate, and position themselves effectively.
As companies continue searching for agile leadership solutions, Interim Managers who proactively strengthen their market presence, emphasize their strategic value, and deepen client relationships will have the best chance to succeed. Challenges remain, but so do opportunities — now is the time for strategic and confident action.
KEY TOPICS FOR 2025 ACCORDING TO THE INIMA SURVEY AMONG EUROPEAN INTERIM MANAGERS:
1. Client Acquisition & Market Positioning
• Need to improve visibility, personal marketing, and differentiate from “fake” interim managers (Germany, Czech Republic, Switzerland, Poland, UK)
• Difficulties in acquiring new projects and clients (Portugal, France, Switzerland, Italy, Germany, Austria, Poland, UK)
2. Pricing Pressure & Economic Uncertainty
• Economic, political, and geopolitical instability affecting business opportunities (Portugal, Czech Republic, Austria, UK)
• Increasing pressure on daily rates (France, Germany, Austria, Czech Republic, Poland, UK)
3. Artificial Intelligence & Skills Development
• Need to expand skills, especially in AI and digital tools (France, Switzerland, Germany, Czech Republic, Austria, UK)
4. Work-Life Balance & Availability
• Concerns related to workload, availability, and personal well-being (Switzerland, Czech Republic, Austria, UK)
5. Regulatory & Structural Barriers
• Lack of decision-making authority on the client side slowing down processes (Switzerland, Poland, UK)
• Challenges such as IR35, Brexit, and restrictive policies (UK)
Recurring themes suggest that acquiring new assignments, pricing pressure, economic uncertainty, AI, and work-life balance are among the top priorities for Interim Managers across Europe.
THE EUROPEAN INTERIM MANAGER (ACCORDING TO THE INIMA 2024 SURVEY)
According to the survey, the typical European Interim Manager is a male with an average age of 56.9 years and more than 8.2 years of Interim Management experience.
Over the last five years, the average age increased by 1.8 years, indicating a trend toward more experienced professionals in the field.
On average, women represented 16% of European Interim Managers, with Poland (36%) and France (29%) showing above-average female representation.
The analysis also showed that the average Interim Manager transitioned from permanent employment into Interim Management at the age of 48.7, highlighting a significant career change later in professional life.
The survey further emphasized the high level of seniority among European Interim Managers — 64% held C-level positions or higher.
INTERIM MANAGER SPECIALIZATIONS IN EUROPE (ACCORDING TO THE INIMA 2024 SURVEY)
Top five functional specializations among European Interim Managers:
• General Management – 30.4%
• Finance – 10.5%
• Operations – 10.4%
• Human Resources – 9.7%
• IT – 5.8%
Over the last five years, demand for operations managers increased by 2 percentage points, while demand for other functions fluctuated.
INTERIM MANAGER UTILIZATION (ACCORDING TO THE INIMA 2024 SURVEY)
Members of European Interim Management associations reported the share of billable days relative to total working days in 2024.
Average utilization of European Interim Managers remained high but declined by 4% year-over-year to 65%.
In 2024, a general decline in the utilization of Interim Management services was recorded across all European countries.
MAIN SECTORS FOR INTERIM MANAGERS (ACCORDING TO THE INIMA 2024 SURVEY)
Top five sectors where European Interim Managers operated:
• Engineering Manufacturing
• Industry
• Automotive
• IT
• Food Industry
COMPANY SIZE AND TYPES WHERE INTERIM MANAGERS OPERATED (ACCORDING TO THE INIMA 2024 SURVEY)
European Interim Managers worked on projects across all types of organizations — from startups with only a few employees to large multinational corporations.
The types of organizations where Interim Managers most frequently operated differed significantly by country:
• Non-profit organizations: In the UK, 4% of assignments were within the non-profit sector. Interim Managers contributed expertise to organizations focused on social and community initiatives.
• Public sector: In the UK, 19% of assignments were carried out in the public sector. Interim Managers ensured operational continuity and efficient public service delivery.
• Startups: In France, startups represented 21% of assignments. Interim Managers supported emerging businesses in navigating early-stage challenges.
• Corporations: The European average showed that 27% of Interim Managers worked within large corporations, playing a key role in optimizing operations, supporting growth, and improving efficiency.
• Family businesses: 23% of assignments took place in family-owned companies. Interim Managers helped these firms manage specific challenges while implementing effective leadership strategies.
• Small and Medium-sized Enterprises (SMEs): 35% of assignments were delivered within SMEs. Interim Managers supported growth and development through expert guidance, process optimization, and innovation implementation.
The diversity of business organizations and their distribution across European countries in 2024 demonstrated the versatility and adaptability of Interim Managers. Their contribution across various sectors played a crucial role in organizational development, solving unique challenges, and driving positive change.
ASSIGNMENTS FOR INTERIM MANAGERS (ACCORDING TO THE INIMA 2024 SURVEY)
Respondents across Europe reported that change management and process optimization were the most common assignments in their most recent projects.
Other important focus areas included:
• Business Development
• Project Management
• General Management
MANAGEMENT LEVEL (ACCORDING TO THE INIMA 2024 SURVEY)
More than 60% of European Interim Managers carried out assignments at C-level positions or higher, representing a slight increase of 2% compared to the previous year.
PROJECT DURATION (ACCORDING TO THE INIMA 2024 SURVEY)
The average duration of an Interim Management project in Europe was 11.5 months, showing almost no change compared to the previous year.
HOW INTERIM MANAGERS ACQUIRE PROJECTS (ACCORDING TO THE INIMA 2024 SURVEY)
Across Europe, the main sales channels remained:
• Personal contacts and self-marketing (50%)
• Interim providers/agencies (32%)
• National associations facilitated 3% of assignments, representing an additional benefit of membership in such organizations.
Digital platforms and social media still do not play a major role in acquiring assignments. Clients across Europe continue to prefer personal relationships or professional service providers, whose market share increased by 2 percentage points in 2024.
DAILY RATES OF INTERIM MANAGERS (ACCORDING TO THE INIMA 2024 SURVEY)
Interim Managers participating in the survey reported their daily rates from their most recent projects. The average daily rate in Europe slightly decreased by €5 to €994 in 2024.
There remains a significant gap in daily rates across Europe — for example:
• Czech Republic – €546
• France – €1,044
• Austria – €1,210
• Italy – €706
• Poland – €534
• Portugal – €612
• Switzerland – €1,644
This reflects:
• Differences in national economies
• The size of Interim Management markets in individual countries
• Client types and sector-specific differences
The full English version of the INIMA survey, authored by Jonathan Selby, including comprehensive charts and data, can be found here:
https://www.inima.management/survey-2025