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RSA predicts strong market for interim managers

RSA Interims, the largest supplier of interim managers to life sciences businesses in Europe, says the interim market is continuing to grow globally.

Some of this growth is due to employers being wary of taking on permanent staff in the current economic downturn.

Speaking at an RSA Interims networking event at the RAC Club in London, Keith Hobson, RSA chief operating officer, said it was a strong time for interim management and new international launches would be coming on stream later this year.

"There's always a market for specialist people," he said, "particularly in this time of downturn when companies are moving some of their permanent headcount off the books."

Keith used the event to launch the RSA Interim aList – a new and regularly updated pool of the very best available interims – which RSA will be actively promoting to key clients.

He also provided a snapshot of the interim management sector drawing on the latest Ipsos MORI annual survey for the Interim Management Association. Key statistics show:

  • IMA members had a total turnover of £158 million
  • Three quarters of assignments involved change management, project management and business improvement
  • Average assignment is 130 days
  • The private sector accounts for two thirds of all assignments.
Key speaker, Dr Allison Jeynes-Ellis, told the audience of 70 current and aspiring interim executives that she left corporate life as medical director of a leading global pharmaceutical company for the chance to diversify.

As an interim, she said it was possible to bring leadership, direction and vision to an organisation. "In three and a half years, I can honestly say I have never been bored. It's more flexible in terms of lifestyle, the financial rewards are better, there are more tangible outputs, it's more challenging and there's a greater variety of work.

"Also, because you are not an employee, people listen to you, and you're more appreciated." Other advantages are that there is a greater ability to work ethically and there are, definitely, fewer internal processes and politics.

Her advice to anyone thinking about the interim route, was:

  • Don't put all your eggs in one basket
  • Network within the interim sector and externally
  • Consider whether to become a limited company - there are pros and cons
  • Leave enough time for administration
  • Get good tax and accountancy advice, and IT expertise.
"It's good news time for interims," she said. "There's plenty of work out there."

 

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