When a senior role needs to be filled now, we either step into it ourselves or find the right person to do so.
Where the role falls within the work Trevor takes personally, typically chief executive or chief restructuring officer assignments, he carries the engagement himself, with full executive accountability for as long as the situation requires.
Where the role is outside that scope, or where Trevor’s existing portfolio means he cannot take a further engagement, we identify an experienced independent interim who fits the brief. The matching is judgement-led and the vetting is personal: every interim we put forward has been assessed by Trevor against the specific situation, not drawn from a pre-formed bench.
The roles covered include chief executive, finance director, chief operating officer, chief restructuring officer, chief people officer, and chief technology officer.
Most engagements come through portfolio managers, chairs, or boards facing one of a familiar set of situations: transition between permanent leaders, turnaround, restructuring, post-acquisition integration, fundraising preparation, divestment, or a soft landing for a business that has run its course in its current form. The common feature is that the role cannot be left empty and the wrong person in it would do more damage than the gap itself.
We sometimes describe what we do as placing the keystone: the piece at the apex of an arch, the one that lets the structure carry. Most of the time we just call it interim leadership done properly.
How an engagement works
The first conversation, as you would expect, is a briefing. We want to understand the business, the gap to be filled, and what the role actually has to do over the engagement period. We take engagements on only when we are confident the right person is available, whether that is Trevor or an independent interim from the network.
The work begins quickly. Interim engagements rarely have the luxury of a long lead-in, and the people we place are accustomed to being operational from the first week. Reporting lines, decision rights, and the relationship with the existing executive team are agreed upfront so that the role carries proper authority from day one.
The engagement ends cleanly. Interim leadership is not a foothold for permanent appointment. The interim hands over to a permanent successor, an internal promotion, or a board reset, with the structure positioned to carry the work forward.
Fees
Where Trevor carries the engagement himself, work is charged on a day-rate basis, agreed at the briefing stage and tied to the seniority and complexity of the role.
Where the engagement is delivered by an independent interim from the network, the interim contracts with the client directly, on commercial terms agreed between them. We charge a one-off introduction fee for identifying, vetting, and matching the right person. The fee is agreed at the briefing stage, calculated against the seniority of the role, and invoiced on the interim’s first day in post.
We do not work on success fees, contingency, or upside-linked structures. The commercial relationship is straightforward and stated upfront.
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