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Leading Through Reinvention: The Leadership Skills UK Universities Will Need for the Next Decade

Written by Stephen Hoban. The UK university sector stands at one of the most consequential moments in its modern history. Financial pressures, demographic shifts, changing learner expectations, artificial intelligence, regulatory scrutiny, geopolitical uncertainty, and the increasing demand for demonstrable societal impact are collectively reshaping higher education. The challenge is no longer simply adapting to change. It is learning to lead through continuous transformation. In recent years, many institutions have focused on resilience. Over the next decade, success will depend on reinvention. Universities that thrive will be those led by individuals capable of balancing academic values with commercial realities, innovation with institutional heritage, and rapid change with long-term purpose. The question is no longer whether the sector will transform. The question is whether its leaders are ready to transform alongside it. From Academic Stewardship to Strategic Leadership Historically, leadership in higher education has often centred on academic credibility, consensus building, and institutional stewardship. While these qualities remain important, they are no longer sufficient on their own. University leaders now operate in an environment where financial sustainability has become a primary strategic concern. Institutions face increasing pressure on income streams, heightened competition for students, and growing expectations from regulators, employers, and society. As a result, leaders must become as comfortable discussing transformation programmes, operating models, partnerships, and investment decisions as they are discussing research excellence and educational quality. The most successful leaders will be those who can bridge these worlds rather than viewing them as competing priorities. Skill One: Leading Through Ambiguity The future of higher education will be defined by uncertainty. Student recruitment patterns are becoming harder to predict. The pace of technological change continues to accelerate. Government policy can alter institutional plans almost overnight. International markets, once viewed as reliable sources of growth, have become increasingly volatile. In this environment, leaders must become experts in navigating ambiguity. Rather than seeking certainty before making decisions, future leaders will need to make confident choices based on incomplete information. They will have to experiment, learn quickly, and adjust course where necessary. This requires a mindset shift from “risk avoidance” to “risk management” and from “strategic planning” to “strategic adaptation.” Skill Two: Digital and AI Fluency Artificial intelligence is likely to have a greater impact on universities than any technological development since the arrival of the internet. AI is already reshaping learning, assessment, student support, research processes, workforce planning, and institutional decision-making. The question for leaders is no longer whether AI should be adopted, but how it can be deployed responsibly and strategically. Importantly, leaders do not need to become technology experts. They do, however, need sufficient digital fluency to ask the right questions: The institutions that gain competitive advantage will not necessarily be those with the most advanced technology. They will be those with leaders who understand how technology can serve institutional purpose. Skill Three: Courageous Decision-Making The coming years will require leaders to make difficult choices. Many universities are already reviewing portfolios, restructuring services, rethinking estates strategies, and challenging long-standing assumptions about how education is delivered. Transformation inevitably creates tension. Resources are finite. Not every initiative can be protected. Not every tradition can be preserved. Future leaders will require the courage to make decisions that may be unpopular in the short term but are essential for long-term sustainability. Courageous leadership is not about being ruthless. It is about being clear, transparent, and principled when difficult choices need to be made. Skill Four: Systems Thinking Universities operate within increasingly complex ecosystems. Success depends not only on what happens inside the institution, but also on relationships with employers, local communities, government, research partners, industry, and international collaborators. Future leaders will need to think beyond organisational boundaries. Systems thinkers recognise connections between seemingly unrelated issues. They understand that employability affects recruitment, research affects reputation, partnerships affect financial resilience, and community impact affects institutional legitimacy. The most effective leaders will be those who can see the whole system rather than optimising individual parts. Skill Five: Building Change-Ready Cultures The greatest barrier to transformation is rarely technology or funding. It is culture. Universities are rich in expertise, tradition, and intellectual independence. These strengths can sometimes make institutional change more challenging. Future leaders must excel at creating cultures where innovation is encouraged, experimentation is valued, and continuous learning becomes the norm. This does not mean abandoning the traditions that make universities unique. Rather, it means helping people understand that preserving mission often requires changing methods. Leaders who can create psychological safety, build trust, and bring people along on the journey will be significantly more successful than those who rely solely on formal authority. Skill Six: Stakeholder Influence and Narrative Building In an increasingly contested environment, leadership is becoming as much about storytelling as strategy. Universities face growing scrutiny regarding value, relevance, employability outcomes, and public investment. Institutions must articulate clearly why they matter and how they contribute to society. Future leaders will need exceptional communication skills. They must be capable of building compelling narratives that connect institutional purpose with societal needs. They must inspire staff, reassure students, engage policymakers, and convince partners to invest in shared futures. The ability to shape a clear and credible story will become a major leadership differentiator. The Defining Leadership Challenge Perhaps the greatest leadership challenge facing the sector is balancing continuity and change. Universities are custodians of centuries-old traditions, but they are also engines of innovation. They must preserve academic freedom while embracing technological change. They must protect quality while driving efficiency. They must remain financially sustainable while advancing social purpose. This balancing act cannot be achieved through management alone. It requires leadership. The institutions that flourish over the next decade will not necessarily be those with the largest endowments, the strongest brands, or the most ambitious strategies. They will be those led by individuals who can navigate uncertainty, embrace technology, make courageous decisions, foster adaptive cultures, and inspire others around a shared vision. The future of UK higher education will be shaped not simply by external forces, but by the

The New Operating Model of Public Sector Leadership

Every executive search gives us a window into how organisations are changing. Over the past year, we’ve seen a noticeable increase in organisations redesigning executive teams before they come to market. New leadership portfolios are emerging across central government, higher education, transport, infrastructure and arm’s-length bodies, with growing demand for Deputy Chief Executives, Chief Operating Officers, Chief Transformation Officers and Executive Directors of Delivery. These appointments reflect a broader evolution in public sector leadership. Executive teams are being configured around transformation, programme delivery, digital capability, commercial leadership and organisational performance, alongside their more traditional responsibilities. It’s a trend we’ve been watching closely because executive structures often reveal where organisations believe their biggest challenges – and opportunities – lie. From strategy to delivery Much has been written about the scale of change facing the public sector, but less attention has been given to what that means for executive leadership. Across our markets, organisations are balancing long-term transformation with the demands of day-to-day delivery. Universities are responding to financial sustainability and changing student expectations. Government departments and ALBs are delivering increasingly complex policy programmes. Transport and infrastructure organisations are managing major investment alongside operational performance, regulatory requirements and decarbonisation. Defence organisations are scaling capability at pace while responding to a rapidly changing geopolitical landscape. The common denominator is delivery. Many of these priorities sit alongside one another rather than replacing each other. As a result, organisations are creating executive capacity in areas that have become strategically critical. Executive portfolios are evolving Titles differ from one organisation to another, but the underlying themes are remarkably consistent. We’re seeing greater demand for executives responsible for transformation, organisational performance, programme delivery, digital, commercial operations and cross-functional change. In some organisations, these responsibilities sit with a Deputy Chief Executive or Chief Operating Officer. Elsewhere, they’re reflected in newly created Chief Transformation Officer positions or Executive Directors with responsibility for strategy and delivery. These roles rarely exist in isolation. They are designed to coordinate programmes that cut across organisational boundaries, align multiple stakeholders and maintain momentum over several years. That’s a very different remit from the operational leadership portfolios many of these roles would have carried even five years ago. Organisation design is becoming part of the leadership conversation One of the more interesting developments is that conversations increasingly begin with executive structure rather than individual appointments. Boards and Chief Executives are asking whether existing portfolios reflect the organisation’s priorities, whether executive capacity is aligned to future delivery requirements, and whether responsibilities should be redistributed before recruitment begins. For some organisations, that means creating entirely new executive roles. For others, it means redefining existing portfolios or bringing in interim leadership to establish new functions before making permanent appointments. Executive search is becoming one part of a much broader discussion about leadership capability. Looking ahead Executive structures have always evolved in response to changing priorities. Today’s priorities include digital transformation, AI adoption, financial sustainability, infrastructure investment, organisational reform and increasingly complex stakeholder environments. They demand executive leadership with the time, experience and authority to drive delivery at scale. We expect this trend to continue as organisations continue to adapt to new policy, funding and operational challenges. The titles may differ, but the direction of travel is becoming increasingly clear. Public sector organisations are reshaping executive leadership around the capabilities required to deliver long-term transformation, not simply to manage today’s organisation. Get in touch to discuss your leadership requirements.

Veredus Appointed to the APUC Framework to Support Executive Search Across the UK Public Sector

Veredus is pleased to announce its appointment to the new APUC Framework, strengthening our long-standing partnership with APUC and providing organisations across the UK with a compliant route to access our executive search expertise. The framework is available to universities, colleges, the NHS and a wide range of public sector organisations, enabling them to procure executive search services through a trusted, pre-approved supplier. As part of the new framework, Veredus has been appointed to: Supporting Leadership Across the Public Sector Public sector organisations are operating in an increasingly complex environment, balancing financial pressures, organisational transformation, evolving governance requirements and growing expectations for public service delivery. Against this backdrop, securing exceptional leadership has never been more important. For many years, Veredus has partnered with APUC to support organisations in identifying and appointing senior leaders who combine strategic capability with the experience to lead through change. Our continued appointment reflects the strength of that relationship and our commitment to delivering high-quality executive search services across the public sector. Executive Search Designed Around Every Organisation No two leadership appointments are the same. Our executive search methodology is designed to adapt to the unique requirements of each organisation, combining rigorous market mapping, extensive stakeholder engagement, leadership assessment and inclusive search practices to identify exceptional candidates across diverse markets. Whether appointing executive directors, chief executives, governing body members or Chairs, we work collaboratively with clients to deliver recruitment processes that are robust, transparent and aligned with organisational priorities. A Trusted Procurement Route The APUC Framework provides organisations with a compliant and efficient route to procure executive search services, reducing procurement complexity while maintaining the highest standards of governance, transparency and value. As an approved supplier, Veredus looks forward to continuing to support universities, colleges, NHS organisations and public bodies across the UK with executive and board-level appointments that strengthen leadership capability and enable long-term organisational success. If you would like to discuss an upcoming executive or board appointment through the APUC Framework, we’d be delighted to speak with you. Contact us.

Defence Investment Plan: Sovereignty will be built in the supply chain

Words by Gareth Wood, Defence Director The Defence Investment Plan should not be read simply as another spending announcement. The real test will be whether it helps Britain rebuild the industrial depth, sovereign capability and manufacturing resilience needed to compete in a more dangerous world. The headline numbers are significant. The Government has set out £298 billion of defence investment over the next four years, including an additional £15 billion through the Defence Investment Plan, while taking core NATO defence spending to 2.7% of GDP from 2027/28. But the more important question is not only how much is being spent, but where that money lands. The Government’s language around the plan was deliberately industrial. The message was to “back British”, with defence spending used wherever possible to support British workers, businesses and innovators. He also spoke directly about bringing SMEs and start-ups into defence supply chains, ensuring the economic benefit is felt across regions and communities, not simply captured by the traditional prime contractors. That matters because modern defence capability is no longer built by a small number of major platforms alone. The conflicts of today and tomorrow depend on drones, autonomy, AI, cyber, sensors, counter-drone systems, software, secure communications, advanced manufacturing and rapid production capacity. These are areas where smaller, specialist and high-growth businesses can be decisive. But sovereign capability cannot exist only at the top of the supply chain. It depends on the depth beneath it: the specialist manufacturers, component suppliers, software firms, materials businesses, testing facilities and engineering teams that allow capability to be produced, upgraded and replenished at scale. This is the central challenge. Britain may have world-class innovators, but if those firms cannot access contracts, finance, facilities, production partners or qualification routes, innovation risks remaining trapped at prototype stage. The real test of the DIP will be whether it helps create a supply chain that can not only invent, but manufacture, certify, deliver and sustain capability at pace. There is another constraint that receives far less attention than funding or procurement: capability. Defence, nuclear and advanced manufacturing are all competing for the same engineers, commercial specialists and transformational leaders needed to deliver growth. As investment accelerates, the organisations that succeed will not necessarily be those with the largest budgets, but those that can attract, develop and retain the talent required to turn investment into delivery. The UK’s sovereign capability challenge is therefore not only industrial, it is also a leadership and workforce challenge. For British SMEs, the opportunity is clear, but so is the challenge. Many already have the technical expertise, agility and ambition that defence needs. What they often lack is predictable demand, simplified procurement, patient capital and the manufacturing infrastructure to move from concept to volume production. That is why the Defence Office for Small Business Growth matters. A clearer front door into defence is welcome, as is the commitment to increase MOD spending with SMEs. But access alone is not enough. If Britain wants sovereign capability, it must help SMEs scale. That means clearer demand signals, faster procurement, better qualification routes, investment in facilities and a willingness to bring innovative firms into major programmes earlier. It also means primes working differently with smaller businesses, not simply treating them as peripheral suppliers, but as essential partners in national resilience. Or it requires SMEs to work and unify differently as a collective, taking control via collaboration, to challenge the programme delivery status quo. The lesson from Ukraine has been clear. Capability advantage is no longer only about having the most exquisite platform. It is about speed, adaptability, resilience and the ability to replenish. It is about whether a nation can surge production when the strategic environment changes. Yet perhaps the biggest risk to this delivery is neither funding nor intent. It is execution. Across defence, nuclear and advanced manufacturing, organisations are increasingly be forced to compete for a limited pool of experienced leaders capable of delivering complex programmes, scaling industrial operations and managing highly regulated environments. As investment increases, the ability to attract the right Technical and operational leadership may become as important as access to capital itself. A sovereign capability strategy ultimately depends on having the people capable of turning policy into outcomes and investment into delivery. The Defence Investment Plan sets the direction. The supply chain, its leadership and its people will determine whether Britain can deliver. Veredus partners with organisations across defence, aerospace, nuclear and critical infrastructure to identify and secure the leadership and specialist talent that enables complex programmes, industrial growth and long-term capability development. To discuss your leadership requirements, please contact gareth.wood@veredus.co.uk

The next challenge for bus franchising

Peter Keegan, Director of Transport, shares his perspective on the next phase of bus franchising. The bus market itself has changed. Hybrid working has reduced commuter peaks, while discretionary travel – retail, leisure, health – has become more important. This requires a rethink of network design, moving away from radial, peak-driven services toward more flexible, all-day connectivity. Franchising enables this shift, but does not guarantee it. Authorities must be bold enough to redesign networks around emerging travel patterns, rather than simply preserving legacy routes. Growth will come not from restoring the past, but from attracting new users through simplicity, reliability, and relevance. The Operator Question Franchising reshapes the role of operators – from market-driven decision-makers to contracted service providers. This creates opportunities for standardisation and performance management, but also raises questions about market health. A smaller number of larger contracts can concentrate risk and potentially limit competition. At the same time, ensuring space for SMEs and fostering innovation within a more controlled system requires deliberate contract design. The future model must balance efficiency with diversity, and discipline with partnership. Decarbonisation Without Decline The UK’s net zero ambitions place buses at the centre of the transition to sustainable transport. Yet the shift to zero-emission fleets introduces significant capital and operational pressures. Infrastructure, grid capacity, and vehicle costs all require long-term investment. The leadership challenge is to ensure that decarbonisation enhances, rather than constrains, the network. A green bus system that is less frequent or less accessible will struggle to deliver mode shift. Franchising provides the framework to align environmental and service goals – but only if funding and planning are integrated. Managing Expectations in a Political Cycle Franchising is a long-term reform operating within short-term political cycles. Public expectations for visible improvements are high, yet the benefits – ridership growth, behavioural change, network optimisation – take time to materialise. This creates a critical leadership task: setting realistic expectations while maintaining momentum. Transparent performance metrics, clear narratives of progress, and early “quick wins” (such as fare simplification or branding) will be essential to sustaining public confidence. Beyond the Model: A System Mindset Ultimately, the future of UK buses will not be defined by franchising alone, but by the system thinking that surrounds it. Integration with rail, active travel, housing, and economic development is where the real value lies. Buses must be positioned not as a residual mode, but as the backbone of place-based transport strategies. Franchising makes this possible – but does not make it inevitable. The Strategic Imperative The UK now has a window of opportunity. With multiple city regions moving toward franchising, there is the potential to reset the role of buses in national life: from fragmented safety net to integrated, high-quality public service. Realising this vision will require three things: Franchising is not the end of reform – it is the beginning of responsibility. The next phase will determine whether the UK simply changes how buses are governed, or fundamentally transforms how they are used. To discuss your leadership requirements, contact peter.keegan@veredus.co.uk

Executive Conversations: Belinda Phipps on Leadership Under Pressure

What does it really take to lead when the consequences of failure are significant, uncertainty is constant, and every decision carries weight? In this edition of Leadership Conversations, Simon Pickerell speaks with Belinda Phipps, Interim Chief Executive of the British Refugee Council, about the realities of leading complex organisations through periods of significant change. Drawing on a career spanning healthcare, the public sector and the charity sector, Belinda reflects on the experiences that have shaped her leadership approach, from her first chief executive role in the NHS to leading transformation in organisations facing financial, operational and societal pressures. Together, they explore what creates a genuine burning platform for change, how to build momentum in the face of scepticism, why the most effective leaders focus on solving dilemmas rather than accepting compromise, and the personal resilience required to lead when the stakes are high. — 1. What first drew you to transformation work? Was there a defining moment early in your career? Early in my career, the defining moment came when I took on my first chief executive role, leading the regional Blood Transfusion Service for the South East. I arrived feeling proud and excited, and like any new CEO, I went out to see how things worked on the ground. On only my second or third day, I visited the team that takes orders from hospitals for blood products. I stood and listened as call handlers repeatedly told hospitals they couldn’t have what they were asking for, effectively negotiating and arguing over orders. In my naivety, I asked what would happen if we didn’t deliver the blood. The answer was that operations would be delayed or cancelled. Then I asked, “What happens if it’s an emergency?” There was a deathly silence. The unspoken truth was that the patient might not get the blood they needed and might not survive. That was a chill‑down‑the‑spine moment. I suddenly understood that I was responsible for an organisation that could, in effect, be contributing to people dying if it failed. I had to ask myself, “Do I really want to do this?” Because if I stayed, then I had to fix it. Fresh from an MBA, I decided to radically change how the service operated so it could reliably provide the blood required. My initial toolkit wasn’t enough, so I went back for more help and brought in a different methodology. Within about 18 months, we had enough blood not only for our own region but also to support other centres, and we stopped missing orders. The transformation changed everything. We went from the fear of failing patients to the pride of staff who were genuinely delighted with what they were achieving and hungry to improve further. That success helped drive a national merger of the separate blood services, so the same approach could be rolled out everywhere. Seeing that kind of turnaround, the impact on patients and the pride in staff, can be almost addictive. That experience was my entry point into real transformation work 2. What was the real burning platform that convinced you this transformation was non‑negotiable? In the blood service, the burning platform was stark: you cannot be killing people. If the organisation fails to deliver blood when it’s needed, you are putting lives at risk. In that situation, transformation isn’t a strategic option—it’s an ethical necessity. Continuing as you are simply isn’t morally defensible. In other transformations I’ve led, the burning platform has often been financial and existential. Organisations reach a point where their financial sustainability, and therefore their future, is in serious doubt. By the time I’m asked to step in, most of the incremental fixes have already been tried. So the burning platform often sounds like: “We’re running out of options. If we carry on like this, we may not survive.” At that point, a significant transformation, not just marginal change, is non‑negotiable. 3. What has been the most difficult trade‑off you’ve had to make in a transformation so far? I’m actually not a great believer in trade‑offs as they’re commonly framed. “Trade‑off” often becomes a respectable word for “we’ve decided to compromise,” and that can be a sign we haven’t done enough deep thinking. Take the NHS as an example. The system constantly wrestles with three pressures: The typical response is to “balance” these, focus on one at the expense of the others, then shift back again. You end up institutionalising a permanent sense of compromise. Whenever I’m told, “This is a trade‑off,” I try to treat it instead as a dilemma to be solved. I ask: how can we improve quality and quantity of service, and be financially sustainable at the same time? It’s not that everything is easy or that you never make hard calls, but often, when you really apply yourself to the problem, you can find creative win‑win solutions instead of living forever with unhappy compromises. The real work of transformation is less about tolerating trade‑offs and more about resolving long‑standing dilemmas that people have assumed are unfixable. 4. How do you bring sceptics and “fence sitters” in the organisation along on the journey? At the beginning, I don’t. Every organisation has three groups: If you start by focusing on sceptics and fence sitters, you burn a lot of time and emotional energy for very little progress. So early on, I focus on finding and working with the willing. I have a lot of individual conversations to identify those who really want to give change a go. I then work closely with them to build momentum and deliver visible progress. Once things are moving and good things start to happen, the dynamics change: In short, I lead with the willing, let success become the persuader, and allow sceptics to make their own decisions once the direction of travel is obvious. 5. Can you share a moment when a transformation nearly went off the rails, and what you did about it? When a transformation feels like it’s going off the rails, my first move is to look in the mirror. In my experience, things often wobble when: Transformations are emotionally intense. They involve high stakes, conflict, and

What makes a great Interim Management provider?

Lessons from a market built on trust The interim management market has evolved significantly over the past decade. As organisations face increasing pressure to deliver transformation, manage financial constraints, navigate regulatory scrutiny and accelerate strategic change, interim leaders have become a critical component of organisational success. However, while much attention is often placed on selecting the right interim executive, less discussion is given to the role of the interim management provider itself. The quality of the provider can have a significant impact on the success of an appointment, influencing everything from candidate quality and speed of delivery to cultural fit, stakeholder confidence and long-term outcomes. This is possibly why the Institute of Interim Management (IIM) Survey remains one of the most respected benchmarks in the sector. Unlike many industry awards, rankings are based entirely on feedback from the interim community, providing an independent assessment of how providers are perceived by the market. In the 2026 survey, Veredus achieved Gold Award recognition and a top 20 ranking overall. While we are proud of this achievement, it also prompted an important question: What actually makes a great interim management provider? Understanding the client challenge before the search begins The best interim appointments are not usually about replacing a vacancy. More often, organisations require experienced leaders to solve specific challenges: Delivering organisational transformation Leading restructuring or turnaround programmes Stabilising critical functions Managing periods of significant growth Providing specialist expertise during times of change Delivering strategic programmes with limited internal capability   A strong interim provider begins by understanding the challenge itself rather than simply focusing on the job description. This distinction is important because successful interim appointments are defined by outcomes, not activities. Market knowledge matters more than ever The interim market has become increasingly competitive. Senior leaders today have more options, greater flexibility and higher expectations regarding assignments. At the same time, organisations are operating within increasingly complex environments, particularly across sectors such as government, defence, transport, infrastructure and higher education. Providers must therefore do more than maintain candidate databases. They need a deep understanding of: Leadership capability requirements Sector-specific challenges Regulatory and governance considerations Market availability Emerging leadership trends   This level of market intelligence allows organisations to make informed decisions and access talent that may not be visible through traditional recruitment channels. The human element remains critical Artificial intelligence and automation are increasingly shaping recruitment processes. Technology undoubtedly has a role to play in improving efficiency, streamlining administration and enhancing market intelligence. However, interim leadership appointments remain fundamentally human decisions. The most successful appointments often depend on factors that cannot be easily quantified: Leadership style Stakeholder management capability Political awareness Cultural fit Judgement under pressure Ability to influence complex environments   Understanding these qualities requires conversation, experience and professional judgement. The most effective providers combine technology with human expertise rather than replacing one with the other. Candidate experience influences market reputation One of the strongest indicators of provider quality is candidate feedback. Senior interims invest significant time and effort into building their careers and reputations. They expect transparency, communication and professional engagement throughout the recruitment process. Providers that consistently demonstrate respect, honesty and professionalism build stronger networks and attract higher-calibre talent. Over time, this creates a virtuous cycle where better candidate relationships lead to stronger client outcomes. Why trust remains the ultimate differentiator Despite advances in technology, changing market conditions and evolving organisational requirements, one factor continues to underpin successful interim management: trust. Clients need confidence that providers understand their challenges. Candidates need confidence that providers represent opportunities accurately and professionally. Boards and executive teams need confidence that recommended leaders can deliver results in complex environments. Trust is difficult to measure but easy to recognise. It is built through consistency, expertise, transparency and delivery over time. Looking ahead The demand for experienced interim leaders is unlikely to diminish. Organisations across the public and private sectors continue to face unprecedented levels of change, complexity and scrutiny. As a result, the quality of leadership appointments has never been more important. For organisations selecting an interim management provider, the question should extend beyond speed of delivery or access to talent pools. The more important question is whether that provider has the expertise, judgement, relationships and market credibility to deliver leaders who can succeed in demanding environments. About Veredus Veredus is a specialist executive talent consultancy providing interim management, executive search and leadership advisory services across defence, transport, central government and higher education. In the 2026 Institute of Interim Management Service Provider Survey, Veredus achieved Gold Award recognition and ranked within the UK’s top 20 providers, based entirely on feedback from the interim management community. LEARN MORE

IIM Interim Management Survey 2026 Now Live

The Institute of Interim Management (IIM) has officially launched its 2026 Interim Management Survey, marking one of the most important moments in the interim calendar. Widely regarded as the leading source of insight into the UK interim market, the survey captures the experiences, challenges and opportunities shaping the profession today. From day rates and assignment trends to sector demand and market confidence, the findings provide a valuable benchmark for both interim managers and hiring organisations. At a time when organisations are navigating increasing complexity, the role of interim leadership continues to evolve. Interims are no longer seen solely as a short-term solution, but as a critical lever for maintaining operational continuity, delivering transformation, and managing risk in high-stakes environments. The IIM survey plays a key role in evidencing this shift, offering data-led insight into how the market is responding. We strongly encourage all interim managers within our network to take part. The strength and credibility of the survey relies on broad participation, ensuring it reflects the full breadth of experience across the interim community. For organisations that rely on interim expertise, the results will offer a clear view of where the market is heading – helping to inform workforce planning, resourcing strategies, and leadership decisions over the year ahead. At Veredus, we remain committed to supporting the interim community and contributing to a more informed, transparent and effective market. Take part in the survey here.