Corporate Finance in 2026: What to Look for in Interim Management

With demand for temporary leadership positions surging, organizations need flexible, experienced partners who integrate seamlessly into existing operations

In the first half of 2025, companies hired about one-third of new CEOs on an interim basis—a striking increase from the 5 to 9 percent range over the past few years. Temporary C-suite roles in operations and finance are on the rise too.

Several factors drive the burgeoning trend. Some companies tap interim management to fill leadership gaps after unexpected turnover. Companies in distressed situations need to bring in experts in restructuring, turnarounds, or crisis management. The continued explosion of private credit firms, which often want to see an immediate impact once they gain control, also fuels the shift.

But hiring interim management comes with its own risks, especially if they lack requisite experience or do not integrate well into company operations.

In other words, it’s not a job for just anyone. Boards, private equity and private credit firms, and hedge fund managers should consider the following when evaluating a prospective interim hire in 2026:

• Don’t fall for a “one-size-fits-all” approach. Different situations call for different interim leaders. A distressed company, for instance, may need a chief restructuring officer (CRO) who can take on restructuring and, in some cases, operational responsibilities from management and would testify in court should a bankruptcy occur. Businesses navigating leadership transitions or operational challenges may need a CFO, CEO, or COO to maintain stability, drive efficiency improvements, and/or introduce surge resources amid turbulence. Find a partner who can be flexible and tailor solutions and resources for your organization’s needs. 

• Look for the right experience, credibility, and industry expertise. Just because someone’s been through a restructuring doesn’t mean they can take on an interim management role. Good hires will have credibility with relevant stakeholders such as lenders and capital providers, experience that combines balance sheet and operational capabilities, and industry-specific expertise. They prioritize what’s best for the company and its constituencies, which may require challenging management. 

• Integrate quickly—and prioritize. Interim management need to enmesh themselves quickly in a company’s operations and work across constituencies, especially in distressed situations. Experience really matters. The right interim executive will understand the company’s liquidity runway and prioritize the most urgent problems to address and determine where the firm will get the biggest ROI. Finding professionals with analytical rigor—the ability to swiftly analyze and segment data to find solutions—is imperative.

What does an ideal interim management situation look like?

When a multibillion-dollar luxury retailer was forced to temporarily close all retail stores in the wake of COVID-19, a BRG managing director stepped in as CRO to manage the fallout. Working across the organization, he secured a debtor-in-possession facility and exit financing facility (both in excess of $500 million), negotiated with suppliers to ensure continuous flow of goods and with landlords to raise capital for store investment, and eliminated billions of dollars in debt. BRG later served as interim CFO and provided ongoing financial planning and analysis.

2026 should see more corporations seeking interim management to fill leadership gaps, execute a new strategy, or get through a crisis or restructuring. To emerge successfully, they’ll need to find professionals with the right experience and skillsets and a flexible approach to steer organizations through to the next chapter.