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Outsiders provide new perspective and impartiality PDF Print E-mail

Here's an interesting article I picked up in the Financial Times:

Ian Gray fell into interim management nearly 20 years ago after a stint as chief executive of Tottenham Hotspur, in which he focused the troubled company on its core football and merchandising business.

Since then, he has jumped into dozens of companies, usually as senior adviser to existing management, although he has been known to take an official position if the executives are not up to the job. "I got excited about doing turnround and restructuring," he says. "I also get bored easily."

His expertise spans many sectors - everything from retailing and media to construction and engineering. But his assignments are universally short term. One recent stint lasted just four days, although others can span several months.

Mr Gray, who has been advising Robert Dyas, the hardware retailer, is part of a growing cadre of interim managers - executives who chose at some point in their lives to make a career out of temporary assignments. Most have previously served at board level in their chosen area of expertise, whether it is finance, operations or human resource.

Many interims took their first short-term assignment while waiting for a permanent job to come through and then found they liked the flexibility of moving from company to company and industry to industry.

Read the full article on FT.com...