There’s a project with no one to lead it. And it can’t wait
You know it has to happen. Restructuring, implementation, a change that touches several departments at once—or several companies. Something that’s too important to delegate down and too cross-functional to squeeze into one department.
The problem is there’s nowhere to place it in the structure. COO? Too broad. CFO? Too broad. Founder? The desk is already overflowing.
And so the project waits for months for its moment, which never comes.
Big changes don’t have to wait until you have time
Imagine this project has an owner. Someone who comes in with a clear mandate, understands the complexity, and doesn’t need weeks to onboard.
The founder stops being the bottleneck for every decision on this topic. Key managers stay focused on their priorities. And the change—instead of dragging on indefinitely—has momentum and direction.
If you feel the company is facing a task that “can no longer be done after hours”—you’re in the right place.
Why classic interim often misses the point
Most interim managers are specialists—interim CFO, interim COO. They step into a specific role, know it inside out, and deliver in their area.
It’s a great solution when you know exactly what you need and where to place it in the structure.
The problem starts when the project is inherently cross-functional. When the change touches finance, operations, product roadmap, and strategy. When it’s not about managing a function, but about moving the organization from point A to point B—across several departments, companies, or jurisdictions.
A specialist in one area sees their piece perfectly. But doesn’t always see the whole picture.
Interim management as change management—not replacement
I work as an interim manager differently than most—not as a specialist in a specific function, but as a C-level generalist who steps in for projects too broad for one department and too important to be left without an owner.
It could be an operational restructuring that touches several areas at once. A project requiring coordination between companies—internationally as well. A change that has to happen under time pressure and with limited resources.
I take responsibility for driving the change from start to finish—within an agreed mandate, with a clear goal. I don’t consult from the sidelines. I step in and deliver.
Why work with me?
For years I was the right hand of a serial founder and investor for special assignments—big, difficult, cross-functional matters that didn’t have one obvious place in the structure. International restructurings, complex transactions, organizational changes in rapidly growing portfolio companies.
That experience taught me one thing: the toughest projects rarely fit into one category. And that’s exactly why they need someone who sees the whole picture—not just their piece.
Because the transition is easier when forces are properly distributed.
What’s next
If you have a project that can no longer wait for an owner—let’s talk.
And if you want to see how I think about change management in growing companies, check out the Founder 2.0 series in Polish or English.