As of June 2025, one-third of newly appointed chief executives began as interim leaders, a stark increase from 9% the previous year. The interim role offers opportunities for career advancement by providing full P&L responsibility and board access. However, challenges include limited authority to drive change and the potential for political exposure. Many interim CEOs face burnout and uncertainty about securing permanent positions. To evaluate the merit of an interim role, candidates should consider if their authority and resources are clearly defined and if the position aligns with their long-term career goals.
Through June 2025, about one-third of newly named chief executives stepped into their roles on an interim basis, up from just 9% during the same period last year.
The interim role can look like a golden ticket: a fast track to the C-suite, a chance to prove one's mettle, and instant résumé credibility.
Interim CEOs often inherit crises without the authority to enact sweeping change. They're accountable for results, but key decisions may still rest with the board or a hands-on owner.
The smartest way to decide if the interim role is a genuine springboard is to run it through three filters that define scope and decision-making power.
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