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While Interim Management assignments within the Marketing function can vary, they tend to fall into three categories.

Department management
Product marketing
Program management

More about credentials and accomplishments

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Department management

It has been my observation that the second-highest turnover in many companies is at the VP or Director level in Marketing. Reasons for this abound, but it frequently causes a temporary vacuum of quality leadership while the organization decides how best to fill or cover the position in the future. For many companies it makes sense to bring in an Interim Manager immediately to keep the ship on course, avoid unnecessary defections, and generally keep the department focused on driving the business. The interim manager can also play an important role in defining the job description and interviewing full-time candidates, if that is the next step for the company.

As the head of marketing I have built and managed teams for a number of organizations. I have always been in the role of player-coach in these situations, and have enjoyed the challenge of helping junior-level marketers gain valuable skills and knowledge.

Product marketing

The position has been hit hard by head-count reductions in the past several years, and many companies expect the product manager or marketing communications specialist to carry the load. As a result, this critical role is too often staffed with the wrong skills, or not staffed at all.

The result can be products that miss the mark in the marketplace, or miss their window of opportunity. Not having someone fill this void can also lead to burnout in those having to do the function in addition to their other full-time responsibilities.

The role fills the gap between product management and marketing communications. Whereas the product management focus is inward on the technology, the development schedule and manufacturing process, the product marketing focus is outward. The role is responsible for building the market requirement document (MRD), authoring the go-to-market strategic plan, and driving the product into the market through launch and beyond.

The product marketing function is a very good fit for interim management. Typically, the individual can be brought in to help write the MRD, do the launch plan, and manage the process through the launch. Following launch the interim manager can hand off the sustaining duties to others. In this manner the company gets the critical work done, but isnt faced with costs for a full-time employee.

As the top product marketing manager for two software companies, and later in my role as a strategic marketing consultant, I have over 12 years of experience in providing the defining market requirements, writing go-to-market strategies, and both writing and managing the implementation of launch plans.

Program management

In nearly every company there comes a time when a mission critical program doesnt have adequate resources assigned to it. Sometimes this is caused by maternity leave, or illness. Once again, this is a situation where a highly experienced interim manager can step in and save the day cost-effectively.

Often the interim need revolves around the lack of a plan or the existence of a plan that isnt being implemented. The interim manager can step in to put a plan together, or take an existing plan and bring it to life. The advantage of an interim manager over a temporary contractor is usually the experience level.

In over 30 years of marketing on the client side of the desk and on the consultant side, Ive tackled a vast range of programs. The experience not only gave me a valuable skill-set, but a sensitivity to internal dynamicsa necessary talent for any outsider stepping into a company for an interim period.