Welcome to the First edition of Interim Management news – our quarterly e-newsletter.

The aim of this newsletter is keep both our interim managers and clients informed. We want our interim managers to know about the assignments we are handling to ensure that they do not miss out on an exciting opportunity. We also want to provide our clients with a greater insight into the interim management market place.

If you are an Interim Manager please register or login and update your CV, profile and availability.

If you are a potential client please contact us to find out how interim management resource could help your organisation.

In this issue we focus on the financial services sector, there is a feature on how new legislation will affect Interims, we interview a newcomer to Interim Management who is developing a very successful career and we have an article by Ernst and Young explaining why the turnaround sector is growing.

I hope you enjoy our first newsletter. I would welcome feedback on how we can improve the content for our next edition and would be delighted to accept news or articles that you may wish to share with others in our interim management community.

Doug Baird
Managing Director, Interim Partners

E: [email protected]

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What does it take to be an Interim?

An interview with a successful Interim Manager.

Being a professional Interim Manager is a challenging career path. Here we talk to Stephen Day, a relative newcomer to the profession, about his experiences and the advice he would give to others. > more

The growing focus on business turnaround

An article by Ernst & Young

The restructuring market has evolved over the last few years shifting to an investment and turnaround ethos. Much of this has been encouraged by the growth in turnaround funds and a growing appetite to invest in such situations rather than rely on traditional asset realisation processes. Other ownership strategies such as the “loan to own” approach have also gained favour. > more

Getting to know your Consultant – a profile of Andrew McIntee, Director and Head of Financial Services Practice.

Interim Partners specialist sector consultants are highly experienced and have a vital role to play in the support of Interim candidates. They are focused on finding the best people wih the best fit for a particular assignment. Here we talk to Andrew McIntee about his role. > more

MiFID – will it be next big wave?

Article by Peter Bonisch, Interim Manager.

Many claims have been made about MiFID since its creation, and most of these are unrealised. In the market for interim executives and other professionals, MiFID holds a special place: it is the supposed torch-bearer of demand for regulatory change-related resources among the country’s, indeed Europe’s, financial services firms. In this brief article, we will consider the factors that will contribute to demand for professionals to support MiFID implementation, and review the likelihood that MiFID will be the next big wave. > more

New legislation and how it affects Interims

For all those contract workers utilizing a wide variety of umbrella and composite companies – there has been a rude awakening! Chancellor, Gordon Brown’s pre-Budget speech in December 2006 unveiled new proposals to remove the tax advantages that composite and managed service companies can offer their clients. > more

Opportunities continue to expand for Interims

Commentary by Doug Baird, Managing Director, Interim Partners

Recent research has found that the Interim Management sector is now worth in the region of £1bn per year in the UK. Its growth over recent years has been astonishing with daily fees for highly experienced Interims ranging from £500 – £1500 per day. Doug Baird, Managing Director of Interim Partners commented: “Whereas a few years ago Interim Management might have been used to cover absences such as maternity leave or long-term sickness, now it is being used to deliver business-critical change and improvement programmes. More and more companies view Interim Management as a strategic solution with real value rather than a short-term crisis management option. We have seen this shift in attitude reflected in our business, which is showing strong growth with turnover increasing by 350%.” > more

Case Study - HBOS

The HBOS Group provides retail, business and corporate banking, and insurance and investment services through its multi-branded strategy both in the UK and internationally. HBOS has 40 brands including Halifax, Clerical Medical, Lex Vehicle Leasing and Bank of Scotland and has a customer base of 22 million serviced by 72,000 employees. > more

Case Study - Norwich Union

Norwich Union is subsidiary of Aviva, the world's fifth largest insurance group, the largest insurance services provider in the UK and a leading provider of life and pension products in Europe. Norwich Union have premium income and investment sales of £41.5 billion and £364 billion of assets under management with 59,000 employees serving over 40 million customers. > more