Transformational talent can significantly impact a business by bringing high-level expertise in areas such as strategy, due diligence, transformation, and specific technological know-how. These independent consultants or interim managers help organisations tap into substantial experience from major firms (MBB, Big Four and niche specialists) or deep industry knowledge, driving meaningful change and improving business decision-making.

These Independent Consultants or Interim Managers provide these services on a project basis, often with quicker turnaround times and at more competitive costs. This flexibility and accountability are particularly appealing to businesses with immediate, specialised needs that may not have the budget or time to engage larger, more traditional consultancies. For these independent consultants, the freelance outside IR35 model offers greater autonomy, the potential for significantly higher earnings, and the freedom to choose projects aligned with their interests.

It was only 20 or so years ago that organisations started to utilise independent human capital and the service offering continues to be a work in progress.

What is clear, though, is that companies often those with a Family Office or Private Equity ownership are increasingly open to bringing in such specialists, inevitably impacting traditional consulting spend.

As more companies recognise the value of this agile, cost-effective approach, traditional consultancies may face increasing pressure to adapt their models and value propositions to remain competitive in this evolving landscape.

How we add value:

The best interim management head-hunters in the marketplace can convert a requirement for resource into a shortlist of hireable options with speed (a matter of days). Do not confuse speed with lack of care or ability, it takes years of investment, engagement and trust to have the skills and the network to service a wide variety of requirements and scenarios.

Without that experience... it would be an expensive gamble and most important of all, a huge waste of time and resource.

How we operate at Elixir Advisory:

The last transformational specialist I placed on assignment derived from a proactive recommendation that I made to a Group CEO of an organisation.

For context, I had partnered with the previous owner and previous Managing Director that I had placed to lead, build and professionalise the organisation across a multitude of skill matrix's (board leadership, operations, procurement, supply-chain, business development & human resources).

It was during my constant search for talent that I came across a potential solution to the business’s strategic objectives. I reached out to the candidate and after qualifying them, decided to flag them to the business. The individual I represented lived in another country and required support with regards to the legalities of working as an independent consultant alongside how to represent themselves in such a scenario (they had recently exited an executive level role and didn't know much about what interim change management was).

I took the lead and asked them to write up a short objective statement based on measurable targets they had achieved; this helped my pitch and gave me the ammunition to offer my client a solution that they had not considered.

The interim worked with me and supported me. They knew I had to make an impression, and they knew they were not a number in a process but a partner leveraging my reputation and network whilst I leveraged their experience and accomplishments. We believed in each other and that is why partnership with the interim consultants I provide is essential, after all they are the product, I sell.