The short answer
Interim management in the finance department means filling a role on a fixed term with an experienced external person – interim CFO, head of finance, controlling or accounting. According to the DDIM market study 2026, an assignment placed through a provider runs 7.1 months on average. But it is decided far earlier: the first 90 days show whether the engagement ends in a solid result or an expensive stand-in.
So one question belongs before the contract: which three outcomes have to exist after 90 days? If you cannot name them, you are buying presence rather than effect.
Which roles get filled on a fixed term
| Role | Typical trigger | Usual duration | Day rate |
|---|---|---|---|
| Interim CFO / finance leadership | Vacancy in leadership, funding round, transaction, succession | 6–12 months | €1,400–2,500 |
| Interim CFO in restructuring or a corporate group | Turnaround, carve-out, post-merger integration | 6–18 months | from €3,000 |
| Head of finance | Team without a lead, finance lead has resigned, monthly close runs late | 3–12 months | from €1,300 (nugrow rate) |
| Head of accounting | Parental leave, bridging a close, system migration | 4–12 months | €1,000–1,600 |
| Controlling | Building reporting, project controlling, consolidation | 3–12 months | €800–1,200 |
| Financial and statutory accounting | Clearing a backlog, staff departure, migration | 2–8 months | €880–1,120 |
The head of finance rate is nugrow's own day rate; the other ranges come from the market sources listed below. A head of finance leads the team, the close and reporting, but not funding and investor negotiations – that is the interim CFO's job.
The gap between the first and the fifth row is a good 1,000 euros a day. That makes role definition more than a formality: asking for finance leadership when what you need is controlling capacity costs roughly 100,000 euros too much over six months.
What the market looks like in 2026
The DDIM market study 2026 reports the following for the German interim market:
| Metric | 2026 (forecast) | 2025 |
|---|---|---|
| Average day rate | €1,317 | €1,297 |
| Market fee volume | €2.4–2.7bn | around €2.47bn |
| Days on assignment per interim manager | 154 (81 % of maximum capacity) | 144 |
| Assignment length via providers | – | 7.1 months |
Two points matter for clients.
First, utilisation is rising. 154 days on assignment instead of 144 means good people are available for shorter windows. Enquire only once the vacancy exists and you are competing for the same calendars as everyone else.
Second, finance is not the largest function in this market. The study puts general management and board roles at 20.3 percent, operations at 11.5 percent and HR at 10.3 percent as the top three functions. Finance sits below that. This does not mean finance assignments are rare – it means the pool of interim managers with solid finance experience is narrower than the total of roughly 12,500 active interim managers suggests. If you need HGB, IFRS or consolidation experience, you are searching a considerably smaller sub-market.
How an assignment runs
| Phase | What happens | Duration |
|---|---|---|
| 1. Sharpen the brief | Role, outcomes after 90 days, scope, start date | 1–2 days |
| 2. Selection | Profiles, two interview rounds, two reference calls | 1–2 weeks |
| 3. Contract | Contract form, scope, cover, notice period | 2–5 days |
| 4. Assignment | Stocktake, stabilisation, build-up, steering | 7.1 months on average |
| 5. Handover | Documentation, onboarding the successor, closing report | final 4–6 weeks |
Realistically, two to four weeks pass between the first enquiry and the first working day. For comparison: a permanent hire takes six to nine months including notice period. The four routes to a suitable provider are covered in a separate piece.
The first 90 days
Weeks 1 to 2: stocktake
No restructuring, no big announcements. What has to exist after two weeks:
- A rolling liquidity view covering at least 13 weeks, built on actual bank data and open items.
- The state of the books: how old is the last reconciled month, and what is sitting unprocessed?
- A list of obligations with deadlines: bank covenants, investor reporting, closing dates.
- The three people without whom nothing moves – internal and external, the tax adviser included.
At the end of week two comes a sober interim report to the management: what is stable, what is critical, what turned out different from the assumption. This is exactly what separates an experienced interim manager from an expensive stand-in – saying early on when the brief does not match the situation.
Weeks 3 to 6: stabilise
- The monthly close runs reliably again, within a defined window.
- The liquidity plan is rolled forward weekly rather than rebuilt monthly.
- Approval paths and deputy arrangements are written down.
- Open items on both sides are worked through: receivables and payables.
This phase also produces the honest answer to whether the team can carry the work alone after the assignment – or whether a position is genuinely missing.
Weeks 7 to 12: build and hand over
- Five to ten metrics that are actually steered, rather than a forty-line report nobody reads.
- A reporting pack for the bank or investors that feeds off the running reporting.
- Documented processes: who does what, by when, in which system.
- A plan for what follows – an internal hire, an extension, or ongoing part-time support.
After 90 days the question “what happens next?” should be answerable. If it is not, the assignment was defined too loosely.
Why assignments fail
The brief is a job description. “We need someone for finance leadership” is a role, not a brief. A brief names outcomes with dates.
No mandate, just cover. Without decision-making authority you get administration. That is a legitimate choice – but it does not carry a finance-leadership day rate.
The data foundation gets skipped. Reporting built on unreconciled books is a good-looking miscalculation. Data first, then steering.
Knowledge transfer left to the end. Documentation pushed into the final week stays incomplete. It belongs in the scope of work and in the monthly rhythm.
The contract form stays unresolved. If the person is in practice subject to instruction and fully integrated into the organisation, bogus self-employment can arise. The consequences fall mainly on the client company. A service contract is the standard case; where integration is genuine, temporary staffing through a licensed provider is the safe route.
When interim management is the wrong model
For an ongoing need that does not fill a full-time role, CFO as a Service can provide part-time support. At nugrow, role, day rate and workload are agreed for the mandate. Further reading: CFO as a Service.
And if the task is pure capacity – posting entries, clearing backlogs – what is needed is accounting capacity at the corresponding rate, not finance leadership.
Frequently asked questions
What is interim management in the finance department?
Filling a finance role on a fixed term with an experienced external person – interim CFO, head of finance, head of accounting, controlling or accounting. The aim is to bridge a vacancy or deliver a bounded piece of work, not to replace a permanent position.
How long does an interim assignment last?
According to the DDIM market study 2026, assignments placed through providers run 7.1 months on average. In the finance department the range runs from two or three months to bridge a close up to 18 months in restructuring and transaction projects.
How quickly can an interim manager start?
Realistically two to four weeks from first enquiry to first working day. Through a provider, first profiles often arrive within 24 to 72 hours. A permanent hire takes six to nine months including notice period.
What does interim management in finance cost?
The day rate follows the role: interim CFO and finance leadership €1,400 to €2,500, from €3,000 in restructuring and group settings, controlling €800 to €1,200, accounting €880 to €1,120. Going through a provider typically adds 25 to 35 percent. The market average across all functions is €1,317 per the DDIM market study 2026.
What should exist after 90 days?
A rolling liquidity plan covering at least 13 weeks, a reliable monthly close within a defined window, five to ten metrics that are genuinely steered, documented processes and approval paths, and an answerable question about what happens after the assignment.
Does the knowledge stay in the company?
Only if the contract says so. Process documentation, handover of models and reporting structures belong in the scope of work and in the monthly rhythm – not in the final week.
Service contract or temporary staffing?
A service contract is the standard case for an independent interim manager with a bounded assignment. If the person is in practice subject to instruction and integrated into the organisation, bogus self-employment is a real risk – in which case temporary staffing through a provider licensed under the German Temporary Employment Act (AÜG) is the safe route.
Further reading
- How to find an interim CFO – the four routes to a provider, twelve selection criteria and the contract question.
- Interim management for the finance function – how an engagement with nugrow works in practice.
- Interim head of finance – when the finance team needs leadership, but not necessarily a CFO.
- CFO as a Service at nugrow – when the function is needed permanently but only part-time.
Sources
Day rate, fee volume, days on assignment and assignment length: DDIM market study 2026 published by the Dachgesellschaft Deutsches Interim Management, including the analysis by PROEVOLUTION. Number of active interim managers and distribution by function: DDIM market study 2026 and the market-data overview published by Interim Manager Portal. Day-rate ranges by role and provider margin: Interim Profis and Effizienzbuchhalter; head of finance rate: nugrow price list. Distinction between service contract and temporary staffing: Management Angels and DDIM. As of October 2026. This article is not legal advice.
