This article was first published on HENRY ry's blog.
This article is based on webinars organized for HENRY ry’s members, held on October 27 and November 13, 2025. The events explored the significance of interim leadership and independent expertise in the transformation of working life. The discussions were led by Elina Liehu, founder of Ferovalo and Best Best Talent Platform, and Anne Westersund, an experienced interim leader and board professional, who joined the second webinar to speak about her role as an interim leader.
The presentation materials and recordings from the webinars can be found in the HENRY ry members' site resource library.
The transformation of working life and the rise of the gig economy
When Anne Westersund decided in 2017 to leave her permanent executive role and become an independent expert, the decision was not just a career change — it was a leap into a new reality of working life. “In Sweden, I learned how interim leaders are used strategically. In Finland, this was still rare,” Anne says. Today, she is part of a growing group of seasoned professionals who bring speed, expertise, and transformative power to organizations without the rigidity of traditional recruitment.
Why is interim leadership gaining interest now?
The transformation of working life is visible on many levels. Organizations can no longer rely solely on permanent employment relationships when the business environment is changing faster than ever. Digitalization, internationalization, and economic uncertainty require companies to react quickly — and this is where interim leadership comes in.
Ferovalo and Best Best Talent Platform’s Interim Manager Pulse Survey (2024) provides insight into who these independent experts are and what kinds of assignments they take on. Of the respondents, 75% primarily work on interim assignments, which vary in length from a week to several years. A typical assignment lasts 3–6 months, but extensions to the first assignment are common. The shortest projects can be critical task-specific engagements, while the longest may span multiple years and include several distinct change initiatives.
Who is a typical interim leader and where do they work?
According to the Pulse survey, the profile is clear: experienced professionals with decades of expertise. All respondents were over 45 years old, and more than half were over 55. This is no coincidence — the roles require deep knowledge and the ability to operate at a strategic level. Many have backgrounds as CEOs, CFOs, communications directors, or other executive team roles. Many also serve on boards and build a portfolio career that combines operational projects, sparring, and advisory work.
Client companies vary significantly in size. Interim leaders work in small growth companies that need strategic expertise in areas such as HR, finance, or communications, as well as in large corporations where an interim leader may support the executive team or lead a change program or project. There is no typical client — company sizes range from startups with fewer than 50 employees to global organizations with thousands of staff.
The growth of independent experts — A new source of strength
In Finland, the number of independent experts and solo entrepreneurs has grown significantly. According to Akava, one in ten highly educated professionals is now an entrepreneur, and there are nearly 194,000 solo entrepreneurs. This group is not limited to traditional freelancers but includes strategic-level experts who can meet critical business needs with flexibility and cost-effectiveness.
The trend is similar across Europe. Solo entrepreneurship has grown especially rapidly in Southern Europe — for example, Italy has more than 3.5 million solo entrepreneurs, making it one of the largest markets in Europe.
Companies should increasingly recognize this talent group as part of their strategic toolbox. Interim leaders and expert entrepreneurs are not just “emergency help”; they are a way to strengthen competitiveness, accelerate change, and bring in expertise that cannot or should not be hired permanently.
The trend in Europe and the United States
In Europe, interim leadership is already a well-established part of corporate strategy, particularly in Germany, Sweden, and the UK. INIMA’s report shows that the use of interim leaders in Central Europe has grown steadily in recent years, despite economic uncertainty and pricing pressures.
In the United States, the phenomenon is even broader. According to statistics published by MBO Partners, in 2025 there are already 72.9 million independent professionals, and 5.6 million of them earn over $100,000 per year — nearly double the number in 2020. Furthermore, 86% say they are happier than in traditional employment, and 74% use AI to enhance their work.
How is the work done?
The pandemic changed everything. Before 2020, interim leaders almost always worked on-site at the client’s premises. Today, an average of 50% of the work is done remotely.
International work is also increasing: about 10% of assignments take place in a different country than the interim professional’s permanent home. This creates new opportunities but also requires new skills, such as leading distributed teams and building trust digitally.
The recipe for success
Pulse survey respondents highlighted three key factors for ensuring a successful client assignment:
- Clear goals and KPIs
- Continuous communication and reporting
- Integration into the team
“Success is not only about results, but also about the client experience and continuity,” Elina reminds.
The role of HR — A strategic partner, not a bystander
According to Elina, HR’s role in utilizing interim leaders in Finland is often too limited. “If we look at the overall talent strategy, HR should be at the forefront of this,” she says. Interim leaders are not merely an extension of recruitment; they are part of the company’s strategic capability.
HR’s task is to ensure proper integration and to make full use of the interim leader’s expertise. This means shifting from a reactive role to a proactive partnership — building processes and practices for managing and leveraging external experts as part of holistic talent management
Looking ahead
The gig economy and open talent ecosystem models are becoming increasingly common. Companies should ask themselves:
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Which roles require long-term employment?
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Where does an external expert deliver the fastest value?
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How is knowledge transfer and continuity ensured?
Finland is still in the early stages, but the trend is clear. Now is the right time for HR to take the lead and build a model that integrates permanent and external experts into one unified talent ecosystem. "It’s not just about cost or speed — it’s about keeping the organization vital and competitive", Elina summarizes.
Experts in the webinars:
Elina Liehu – Founder & Managing Director, Ferovalo and Best Best Talent Platform Oy. Elina has an international background and extensive experience in leading growth companies in the IT and HR services sectors.
Anne Westersund – Interim Manager and Board Professional. Anne has served as Communications Director in large companies (including Cargotec, Vattenfall, Silja) and since 2017 as an independent expert. She has strong experience in strategy work, change initiatives, and board work.
Is your company in need of an interim expert to fill a gap, lead a project, or develop your strategy?
Ferovalo helps companies find the right interim manager, board professional, or other executive-level expert for their job-at-hand.
