Swiss Interim Management GmbH

13/08/2026

Choosing the wrong type of marketing leadership can leave a company with advice when it needs action.

Interim CMO and Fractional CMO are sometimes used interchangeably. In practice, the difference matters, particularly when it comes to executive responsibility and implementation.

Does the company need experienced strategic guidance on a part-time basis? Or does it need a leader who can step into the organisation, take responsibility and lead the marketing function through change?

Our latest article explains how the two models differ and which business situations each is suited to.

Read the full article here:

https://www.swiss-interim-management.ch/post/interim-cmo-vs-fractional-cmo-was-ist-der-unterschied

Marketingführung ist in den letzten Jahren deutlich komplexer geworden. Unternehmen brauchen eine klare Positionierung, stärkere Wachstumsstrategien, wirksame digitale Kanäle und eine engere Abstimmung zwischen Marketing, Vertrieb, Produkt, Finanzen und Geschäftsleitung.Gleichzeitig braucht nich...

31/07/2026

When should a company bring in restructuring leadership?

Many boards wait for an obvious crisis.
Cash is running short. A covenant is at risk. Margins have fallen for several quarters. A major customer has been lost. The management team is under pressure from lenders or shareholders.

By then, the company still has decisions to make, but it has far less room to make them.

The latest market study from DDIM e.V. - Dachgesellschaft Deutsches Interim Management, the German professional association for interim management, shows that restructuring, transformation and specialist expertise continue to influence demand in the German interim-management market.

Similar pressures are visible across the wider DACH region, where companies are dealing with cautious investment, cost pressure, weaker growth and difficult decisions about permanent leadership appointments.

That makes the timing of an interim appointment worth examining.

An interim CFO, COO or restructuring leader can enter before the situation becomes critical and establish a clear view of:
• cash flow and short-term liquidity
• costs, margins and operational performance
• projects that should continue, pause or stop
• decisions that management has delayed
• communication with employees, investors and lenders

Early intervention also gives the existing management team an experienced counterpart who can challenge assumptions and take responsibility for ex*****on.

This does not mean appointing an interim executive whenever results fall below plan.

It means recognising when the business needs additional leadership capacity, an independent assessment or experience that the current team does not have.

Waiting can feel cautious. In practice, every month of delay may narrow the company’s available options.

At what point should a board bring in external restructuring leadership?

When the first warning signs appear, or only after the existing management team has exhausted its options?

We would be interested to hear how executives and interim managers have approached this decision.

Read the DDIM Market Study 2026:https://ddim.de/ddim-marktstudie-2026-interim-management-behauptet-sich-in-anspruchsvollem-marktumfeld/

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09/07/2026

HR transformation does not pause while daily operations continue.
Payroll still has to run.
Teams still need direction.
Audits still need to be managed.
And a permanent handover still needs to be prepared properly.

In this case study, we look at how Swiss Interim Management supported one of Switzerland’s leading energy producers during a critical HR Operations transition.

The mandate required more than temporary cover. It required experienced leadership that could keep the function stable while the organisation moved through change.

Read the full case study on our website. The link is in the first comment.

03/07/2026

Ten days in Senegal reminded us what long term commitment looks like.

For more than a decade, Swiss Interim Management has supported Sénégalité´s microcredit programme, helping young entrepreneurs turn their agricultural education into thriving businesses of their own.

During this year's visit, Daniel Rollaa and Loïc travelled from Dakar to Casamance to meet the farmers and entrepreneurs behind these projects.

What stood out for them were not the travel mishaps or the long days on the road, but the people they met. Men and women building farms, raising families and creating livelihoods with determination, ingenuity and quiet pride.

The article shares some of these encounters.

It is a story about entrepreneurship, responsibility and the value of returning, year after year, to see what has grown.

Read the full article here: https://www.swiss-interim-management.ch/en/post/beyond-business-what-10-days-in-senegal-revealed-about-partnership-and-responsibility

18/06/2026

Marketing is often one of the first functions to feel the pressure during periods of growth, transformation, or leadership change.

When positioning becomes unclear, lead generation slows, or sales and marketing are no longer aligned, the impact quickly reaches the revenue pipeline.

In his latest article, Christoph Heidler explores how interim marketing managers help companies regain focus, strengthen ex*****on, and align marketing activities with business objectives.

The article covers:
• Common marketing challenges during periods of change
• The role of an Interim CMO or Head of Marketing
• How interim marketing leadership supports demand generation and sales growth
• What companies should look for when selecting an interim marketing leader

For companies that need experienced marketing leadership without a long-term commitment, interim management can provide both stability and measurable results.

Read the full article on our website: https://www.swiss-interim-management.ch/post/wie-interim-marketing-management-das-unternehmenswachstum-in-zeiten-des-wandels-unterstuetzt

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28/05/2026

Procurement complexity often grows quietly inside multi-company groups.

Different supplier structures, separate systems, and decentralized purchasing decisions can create major inefficiencies over time, even when operations continue to function day to day.

In a recent mandate for B+G Schweiz AG, Bruno Zingg, Interim Manager at Swiss Interim Management, helped create transparency across approximately CHF 80 million in procurement spend while maintaining operational continuity across multiple entities.

The project identified annual savings potential of 5–7% and strengthened supplier coordination at group level.

You can read the full case study in the link in the comments.

11/05/2026

10,000 followers!

For us, this milestone is not about visibility alone.

It reflects years of collaboration with companies navigating leadership transitions, transformation projects, operational challenges, and critical moments of change.

What matters most is the trust behind the numbers.

Thank you to everyone who follows our work, shares insights, collaborates with us, and continues to be part of this journey.

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