Who is an Interim CFO? 20 Pros & Cons of Hiring One [2026]

In today’s fast-paced and unpredictable business landscape, companies often face critical financial turning points—from managing sudden executive exits to navigating complex mergers, acquisitions, or funding rounds. During such periods, hiring a full-time CFO may not be feasible, either due to time constraints or the nature of the challenge at hand. This is where an Interim CFO steps in.

 

An Interim CFO is a seasoned financial leader hired temporarily, typically to guide a company through a specific phase of transformation, crisis, or growth. They offer immediate strategic direction, operational control, and financial stability, often becoming the go-to resource for executive teams and boards needing fast results. Unlike permanent hires, interim CFOs bring fresh, unbiased perspectives and are outcome-focused, working within clearly defined timeframes and objectives.

 

However, while they deliver agility and depth, their temporary status comes with its own set of limitations—such as restricted authority, limited cultural alignment, and potential knowledge loss post-departure.

 

At DigitalDefynd, we understand the strategic importance of financial leadership and the nuanced decision-making involved in choosing the right executive structure. In this article, we highlight 10 pros and 10 cons of hiring an Interim CFO, helping you evaluate whether this short-term solution fits your long-term vision.

 

Related: How can CFOs manage Interns Successfully?

 

Who is an Interim CFO? 20 Pros & Cons of Hiring One [2026]

Pros of Hiring an Interim CFO	Cons of Hiring an Interim CFO
1. Rapid Deployment and Immediate Availability	1. Limited Knowledge of Company Culture
2. Fresh Perspective on Financial Strategy	2. Short-Term Commitment May Limit Continuity
3. Cost-Effective Compared to Full-Time Hire	3. Potential for Resistance from Internal Teams
4. Specialized Skills for Crisis or Transition	4. Higher Hourly or Daily Rates
5. Flexible Engagement Terms	5. Lack of Long-Term Strategic Alignment
6. Objective, Unbiased Financial Assessment	6. Ramp-Up Time in Complex Organizations
7. Strong Network and Vendor Relationships	7. Limited Authority in Executive Decisions
8. Strategic Guidance During M&A or IPO	8. Risk of Knowledge Drain Post-Exit
9. Experience Across Multiple Industries	9. Less Investment in Company Vision
10. Focused on Outcomes and Deliverables	10. May Require Oversight from Existing Leadership

 

10 Pros of Hiring an Interim CFO

1. Rapid Deployment and Immediate Availability

According to executive staffing reports, interim CFOs can be onboarded 60–75% faster than permanent hires, often stepping in within 10–15 business days of initial contact.

 

When a company faces sudden financial instability, leadership turnover, or an unexpected growth spurt, the luxury of time doesn’t exist. That’s where interim CFOs excel—they’re designed for speed. Unlike permanent hires, who often undergo weeks or months of interviewing, onboarding, and internal approval processes, interim CFOs are typically pre-vetted, contract-ready, and able to hit the ground running.

 

This rapid deployment becomes especially crucial during high-stakes transitions—think mergers, acquisitions, audits, or investor due diligence. Their ability to quickly assess, adapt, and act helps minimize disruptions and instills confidence in internal teams and external stakeholders alike.

 

Moreover, many interim CFOs come with a playbook of proven processes, allowing them to implement best practices from day one. Their contracts are structured to prioritize action over orientation, making them ideal for companies in flux. For leadership teams needing stability without delay, interim CFOs offer a fast, effective solution without long-term commitment—bridging the gap between strategy and execution with unmatched immediacy.

 

2. Fresh Perspective on Financial Strategy

Studies show that over 65% of interim CFOs introduce new cost-saving or revenue-generating strategies within their first 90 days, often identifying overlooked inefficiencies or growth levers.

 

Bringing in an interim CFO means more than just filling a seat—it’s an opportunity to re-evaluate existing financial strategies with fresh eyes. Unencumbered by internal politics or legacy systems, interim leaders are uniquely positioned to challenge outdated assumptions and spot strategic blind spots that insiders may overlook.

 

Their wide-ranging exposure to different industries, business models, and turnaround scenarios equips them with a toolkit of best practices, which they can tailor to the company’s specific needs. Whether it’s realigning the capital structure, optimizing working capital, or revising forecasting models, an interim CFO can inject objectivity and innovation where stagnation once existed.

 

In many cases, this outsider’s viewpoint becomes a catalyst for transformation. Unbiased and focused on outcomes, interim CFOs often serve as strategic advisors to the CEO and board—recommending pivots that drive measurable results. Their value lies in seeing what others can’t, acting without hesitation, and reshaping financial direction with clarity and confidence, even in complex or volatile business environments.

 

3. Cost-Effective Compared to Full-Time Hire

Organizations report savings of up to 30–50% compared with hiring a permanent CFO when considering total compensation and overhead.

 

Hiring an interim CFO delivers high-value expertise without the fixed costs associated with a full-time executive. Companies avoid expenses like long-term salary commitments, executive benefits, pension contributions, equity grants, and recruitment fees. Interim arrangements are typically contract-based, so firms pay for outcomes and time — not latent costs. This model suits firms needing strategic leadership for a defined period or project, such as restructuring, fundraising, or systems implementation.

 

Beyond direct compensation savings, interim CFOs reduce hidden costs through faster ramp-up, lower hiring risk, and focused problem-solving that prevents expensive missteps. They bring proven frameworks that shorten timelines and improve forecasting accuracy, preserving cash and boosting operational resilience. An interim CFO engagement converts uncertainty into a predictable, budgeted engagement with clear deliverables and timelines.

 

For boards and CEOs balancing talent needs against runway pressures, interim CFOs offer a pragmatic, economical route to top-tier financial leadership—delivering immediate impact while preserving capital and maintaining flexibility for eventual permanent appointments.

 

4. Specialized Skills for Crisis or Transition

Over 70% of interim CFOs are brought in specifically for restructuring, turnaround, or high-stakes transactions, offering deep expertise in short bursts of critical need.

 

In moments of instability—be it a cash crunch, leadership vacuum, investor exit, or rapid acquisition—companies don’t just need a CFO; they need someone who has navigated through storms before. Interim CFOs are often veterans of complex financial environments, with specialized experience in areas like debt restructuring, forensic accounting, pre-IPO planning, or post-merger integration.

 

Their value lies in precision and impact. While a permanent CFO may be focused on long-term vision, interim CFOs are brought in to solve a specific challenge, fast. They’re used to stepping into difficult situations and executing turnaround strategies, often making difficult decisions that others hesitate to take.

 

Many have backgrounds in private equity, distressed assets, or M&A advisory, bringing battle-tested frameworks and risk-management tools. Their ability to calm investor fears, guide the board with clarity, and implement control mechanisms makes them indispensable during turbulence.

 

For companies in flux, an interim CFO isn’t a placeholder—they’re a specialized operator, equipped to stabilize and steer the ship when the stakes are at their highest.

 

5. Flexible Engagement Terms

Over 80% of interim CFO contracts offer customizable scopes and timeframes, allowing companies to adapt financial leadership to their evolving needs without long-term commitments.

 

Unlike traditional executive hires that come with rigid full-time contracts, interim CFOs offer adaptable engagement models—ranging from a few weeks to several months, part-time or full-time, remote or onsite. This flexibility is a strategic advantage for startups, SMEs, and even large enterprises navigating transitions.

 

Companies can scale up or down based on the intensity of the financial workload, choosing whether to retain the CFO through critical phases like audits, fundraising rounds, or ERP implementations. Once the mission is complete, contracts can end without severance complications, making the engagement both agile and financially sound.

 

This modular setup also enables businesses to test leadership fits before committing to a permanent role. In some cases, interim CFOs transition into full-time positions, but only after proving their value on the ground. This minimizes hiring risk and supports financial and operational agility.

 

In a market where conditions shift rapidly, the ability to customize leadership engagement makes interim CFOs a powerful tool in aligning financial expertise with evolving business objectives.

 

Related: Interim CFO vs. Fractional CFO

 

6. Objective, Unbiased Financial Assessment

Nearly 75% of companies report that interim CFOs provide a more impartial analysis of financial health, free from internal politics or legacy loyalties.

 

Interim CFOs operate with professional detachment, making them uniquely capable of delivering clear-eyed evaluations of a company’s financial structure, risk exposure, and operational inefficiencies. Because they aren’t embedded in the company’s history or involved in office dynamics, they can challenge assumptions and uncover hidden issues that internal teams might overlook—or avoid.

 

This objectivity is especially valuable during board reviews, investor presentations, restructuring plans, or strategic pivots. Interim CFOs focus solely on facts, outcomes, and actionable recommendations. Their external viewpoint often drives transparency, restoring trust with stakeholders who may have grown skeptical of internal reporting or missed forecasts.

 

Additionally, they can navigate sensitive situations—such as budget cuts, layoffs, or leadership conflicts—with a neutral stance, helping the organization course-correct without personal bias. Their accountability lies in delivering value during a defined timeframe, not protecting political capital.

 

When clarity and credibility are paramount, an interim CFO offers an unbiased lens that helps leadership see the financial picture as it truly is—without filters or compromise.

 

7. Strong Network and Vendor Relationships

More than 60% of interim CFOs bring with them a trusted network of auditors, bankers, legal advisors, and technology vendors, accelerating decision-making and reducing search time for critical partners.

 

One of the most undervalued benefits of hiring an interim CFO is their well-established professional network. Having worked across various industries and companies, they often maintain deep relationships with financial institutions, audit firms, tax consultants, ERP providers, and legal teams. This not only helps speed up due diligence and negotiations but also ensures the company engages with proven, vetted partners.

 

Need to implement a new financial system in weeks, not months? An interim CFO can fast-track vendor selection and manage rollouts using contacts they’ve already collaborated with. Facing a high-pressure audit or capital raise? They’ll often know which firms to bring in and who to call for expert support, reducing friction and improving credibility.

 

This external connectivity becomes especially vital during tight timelines, regulatory pressure, or transactional events. Instead of starting from scratch, companies benefit from a plug-and-play ecosystem, where trusted partners are brought in at speed—reducing risk, cost, and complexity in the process.

 

8. Strategic Guidance During M&A or IPO

Over 70% of interim CFOs are engaged specifically for transactional events like mergers, acquisitions, or public offerings—bringing hands-on expertise in regulatory compliance, financial modeling, and stakeholder management.

 

Complex transactions like M&As or IPOs require specialized strategic oversight—and interim CFOs are often veterans of such high-stakes events. They possess the operational and financial acumen to build investor-ready financial models, ensure compliance with SEC or local regulatory bodies, and manage due diligence from both sides of the table.

 

In M&A scenarios, they guide the valuation process, assess synergies, and help navigate deal structuring with minimal disruption to day-to-day operations. During IPOs, interim CFOs take charge of building the financial narrative, working closely with investment banks, legal teams, and auditors to align disclosures with strategic goals.

 

Their role also includes bridging gaps between founders, investors, and legal counsel, ensuring alignment on timelines, expectations, and execution. This cross-functional leadership not only strengthens the company’s financial credibility but also accelerates deal velocity.

 

For companies eyeing growth through inorganic means or planning to go public, interim CFOs provide transaction-ready leadership that’s both tactical and visionary—without the overhead of permanent commitment.

 

9. Experience Across Multiple Industries

More than 65% of interim CFOs have worked across three or more industries, giving them a broad toolkit of best practices, benchmarking insights, and cross-sector adaptability.

 

Unlike traditional CFOs who often rise through the ranks within a single sector, interim CFOs usually build their careers through diverse, project-based assignments. This breadth of exposure means they understand how financial strategy plays out across different business models—B2B, B2C, SaaS, manufacturing, healthcare, or fintech—and can transfer lessons across industries.

 

This cross-industry experience enables them to benchmark performance realistically, identify emerging risks early, and apply innovative financial solutions that others may not even consider. For instance, a strategy used in retail cash flow optimization might be creatively applied to streamline capital usage in a tech startup.

 

Their adaptability is unmatched, allowing them to quickly grasp industry-specific metrics, regulatory frameworks, and operational challenges. They’re not confined to legacy thinking and are often more open to disruptive solutions like automation, AI-based forecasting, or ESG-integrated reporting.

 

By tapping into this wide lens, companies gain not just a CFO, but a multi-industry strategist—one who brings proven frameworks from across the business world and tailors them for maximum impact.

 

10. Focused on Outcomes and Deliverables

Over 80% of interim CFO contracts are built around clear objectives and KPIs, leading to faster execution and greater accountability compared to traditional roles.

 

Unlike permanent hires who often balance long-term planning with day-to-day operations, interim CFOs enter with a mission-first mindset. Their roles are typically outcome-driven, with predefined scopes such as stabilizing cash flow, preparing for fundraising, implementing a new ERP, or navigating a restructuring.

 

Because they operate on a time-bound contract, interim CFOs are highly motivated to deliver tangible results—not just activity, but impact. This creates a sense of urgency and sharpens focus across the leadership team. Every action taken is tied to a measurable goal, whether it’s reducing burn rate, improving forecast accuracy, or securing debt refinancing.

 

This structure fosters greater clarity and accountability—there’s little room for inertia, bureaucracy, or strategic drift. Interim CFOs often bring project management discipline to financial leadership, ensuring milestones are hit and timelines respected.

 

For organizations needing to move fast, interim CFOs offer a results-oriented approach that blends agility with precision—driving transformation not in quarters or years, but in weeks and measurable deliverables.

 

Related: Interim CFO Ultimate Guide

 

10 Cons of Hiring an Interim CFO

1. Limited Knowledge of Company Culture

Around 68% of interim CFOs face early challenges due to unfamiliarity with internal culture, team dynamics, and unspoken norms that influence decision-making.

 

While interim CFOs bring deep expertise, they often enter the organization without an intimate understanding of its culture, history, or internal politics. This can lead to friction when implementing changes, especially in companies where trust, hierarchy, or informal processes play a big role in financial operations.

 

For example, a decision that looks optimal on paper—such as cutting departmental budgets or restructuring teams—may meet resistance or disengagement if not aligned with the company’s values or communication style. Unlike permanent CFOs who build relationships over time, interim leaders must navigate complex dynamics quickly, often without the benefit of historical context.

 

This cultural gap can also impact collaboration with department heads, who may be skeptical of someone perceived as an outsider. As a result, even the best financial strategies risk delayed adoption or passive resistance if not managed with sensitivity.

 

Organizations must recognize that while interim CFOs offer objectivity and speed, they may lack the relational capital required to influence key stakeholders without intentional onboarding and internal support.

 

2. Short-Term Commitment May Limit Continuity

Surveys indicate that over 55% of interim CFO engagements last less than six months, which can lead to gaps in long-term strategic planning and execution.

 

While interim CFOs are effective at delivering short-term results, their limited tenure often means they exit before long-term plans are fully realized. Initiatives such as multi-year financial restructuring, product-line profitability tracking, or ESG compliance programs may require sustained oversight—something that interim leaders are not always in a position to provide.

 

 

This can create continuity issues, especially when transitioning responsibilities to a newly appointed permanent CFO. Knowledge handovers, while structured, rarely transfer the full depth of context, nuances in stakeholder relationships, or rationale behind prior decisions. The incoming executive may need time to reassess and realign, causing delays or disruptions in execution.

 

Moreover, strategic consistency suffers when leadership changes hands too frequently. Shifts in approach can confuse teams, dilute accountability, and make it harder to build momentum around financial goals.

 

While interim CFOs fill immediate gaps, organizations must be prepared with a solid succession or transition plan to ensure that momentum is not lost once the interim period ends.

 

3. Potential for Resistance from Internal Teams

Nearly 50% of interim CFOs report encountering initial pushback or a lack of cooperation from internal departments during the first few weeks of engagement.

 

Introducing an interim CFO can disrupt established team dynamics. Internal employees—especially those in finance, operations, or strategy—may perceive the interim leader as a temporary outsider with limited understanding of the company’s history or values. This perception can lead to skepticism, guarded communication, or passive resistance.

 

Team members might worry about changes to their roles, increased scrutiny, or impending restructures. Even subtle shifts in reporting lines or processes can create uncertainty. Unlike a permanent hire who invests time building relationships, interim CFOs are expected to act quickly, which may be misinterpreted as bypassing team consensus or collaboration.

 

Moreover, internal leaders might fear that their insights or legacy contributions will be undervalued. If not addressed early, this friction can result in information silos, delays, or poor execution of financial initiatives.

 

To mitigate this risk, organizations should clearly communicate the interim CFO’s mandate, involve key stakeholders early, and create space for mutual trust—ensuring the new leader is seen as a partner rather than a threat.

 

4. Higher Hourly or Daily Rates

On average, interim CFOs charge 20–40% more per hour or day than permanent CFOs when comparing direct compensation rates.

 

While interim CFOs can be cost-effective in the short term, their hourly or daily billing structure often appears significantly higher than that of a salaried executive. Companies may experience sticker shock when seeing these rates, especially during periods of financial stress or restructuring.

 

Unlike permanent hires who are compensated with a combination of salary, equity, and benefits, interim CFOs typically charge premium rates to reflect their specialized expertise, flexibility, and short-term availability. This structure also compensates for the lack of job security and long-term perks.

 

For small to mid-sized companies, even a few months of engagement can amount to a substantial cash outlay, especially if project timelines extend unexpectedly. Moreover, if the interim engagement evolves into a de facto long-term role without clear deliverables, costs can spiral without proportional return.

 

Organizations must balance the premium rate with expected outcomes and ensure scope

clarity from the outset. While interim CFOs deliver agility and speed, leadership teams should monitor engagement length and performance to avoid unanticipated financial strain.

 

5. Lack of Long-Term Strategic Alignment

Over 58% of companies cite challenges in aligning interim CFOs with long-term business vision and multi-year financial goals due to their temporary tenure.

 

While interim CFOs excel at managing immediate priorities—such as cash flow stabilization, audit readiness, or investor reporting—they may not always be fully invested in the long-term direction of the company. Their focus is often on short-term deliverables, meaning they might deprioritize initiatives like multi-year budgeting frameworks, talent development, or digital transformation roadmaps.

 

This disconnect becomes especially visible in vision-driven organizations, where leadership expects every executive to align with culture, mission, and strategic intent beyond the current fiscal quarter. Interim CFOs, however, are rarely embedded deeply enough to contribute meaningfully to the company’s future-state architecture.

 

Additionally, they may be hesitant to commit to decisions whose impact will unfold well after their departure—such as long-term financing options, equity structuring, or investments in emerging technologies. This can result in missed opportunities or deferred decisions that stall momentum.

 

To counter this, companies must define clear boundaries between short-term execution and long-term planning, ensuring that interim CFOs deliver value without unintentionally limiting the organization’s strategic continuity.

 

Related: CFO Guide to Crisis Management

 

6. Ramp-Up Time in Complex Organizations

Studies show that interim CFOs in large or highly matrixed organizations can take 4–6 weeks to fully understand internal systems, reporting structures, and business nuances.

 

Despite being hired for their speed and expertise, interim CFOs often face a learning curve when joining organizations with complex operational, technological, or reporting ecosystems. Understanding how various departments interact, the intricacies of legacy systems, or the unspoken power dynamics within leadership can delay decision-making early in the engagement.

 

In industries like manufacturing, financial services, or multinational operations, where compliance and workflow intricacies are high, an interim CFO may spend significant initial time just navigating internal complexity. During this period, expectations may clash—leaders anticipate immediate results, while the interim CFO is still mapping the landscape.

 

This ramp-up time can limit their early effectiveness, particularly in environments with fragmented data, siloed systems, or undocumented processes. Without internal guides or robust onboarding, even seasoned CFOs risk missing key context, leading to suboptimal recommendations or delayed execution.

 

To address this, companies should invest in a structured onboarding process, assign internal champions, and clearly prioritize quick wins, helping the interim CFO build momentum while learning the business from the inside out.

 

7. Limited Authority in Executive Decisions

Close to 45% of interim CFOs report facing constraints in decision-making authority, particularly in board-level or strategic matters.

 

While interim CFOs are hired for their expertise and expected to act swiftly, many operate under restricted decision rights compared to permanent executives. This often stems from their temporary status—boards and CEOs may hesitate to delegate full control over critical decisions like capital allocation, executive hiring, or long-term strategic shifts.

 

In some organizations, interim CFOs are treated more like consultants than true decision-makers, leading to delays in execution and frustration on both sides. This lack of authority can be especially limiting during fast-paced scenarios such as M&A negotiations, crisis management, or investor meetings, where decisions must be made quickly and confidently.

 

Furthermore, internal teams may question the weight of the interim CFO’s guidance if it lacks the backing of board-level endorsement. This weakens their influence and reduces their effectiveness in driving cross-functional alignment.

 

To maximize value, organizations must be clear about the scope of authority granted, ensuring the interim CFO can act decisively within defined parameters—otherwise, they risk hiring talent that’s unable to lead fully.

 

8. Risk of Knowledge Drain Post-Exit

Nearly 52% of companies experience a drop in financial reporting continuity or project momentum once an interim CFO exits without a detailed handover process.

 

One major drawback of hiring an interim CFO is the temporary nature of their knowledge ownership. During their tenure, they often lead critical initiatives—such as budgeting overhauls, financial systems upgrades, or investor communications—yet once the contract ends, much of that knowledge can leave with them.

 

Unless a structured transition is planned, this creates gaps in information flow, missed context in strategic decisions, and rework for incoming executives. New CFOs may find it challenging to trace the rationale behind financial forecasts, capital structure shifts, or vendor negotiations initiated by the interim leader.

 

Additionally, institutional knowledge built over time—like internal team capabilities, stakeholder sensitivities, or undocumented financial processes—is not always captured in reports or dashboards. Without proper documentation, financial continuity is at risk, especially in fast-growing or turnaround-stage companies.

 

To mitigate this, organizations must prioritize comprehensive exit planning, including detailed knowledge transfer, clear documentation, and overlapping handovers. Otherwise, the departure of an interim CFO can undo months of progress and create costly operational disruptions.

 

9. Less Investment in Company Vision

Approximately 60% of interim CFOs are not involved in long-term strategic planning sessions, limiting their connection to the organization’s future trajectory.

 

Interim CFOs are typically brought in to address urgent financial needs, fix immediate issues, or prepare the company for a transactional event. While their expertise is valuable, their focus is task-oriented, not vision-driven. As a result, they often maintain a narrow scope centered on execution and delivery, with limited exposure to the company’s deeper mission, values, or growth roadmap.

 

This lack of long-term alignment may affect how they evaluate capital investments, hiring decisions, or strategic risks. Since their role doesn’t hinge on the company’s future success beyond their tenure, their financial advice may prioritize short-term wins over sustainable growth. For example, they might delay essential investments in innovation or people to meet immediate targets, even if such choices hinder scalability.

 

Additionally, they may not build the emotional connection or internal advocacy needed to inspire teams or champion cross-departmental initiatives. Without genuine investment in the company’s future, there’s always a risk that the interim CFO’s decisions, while technically sound, fall short of fueling long-term transformation or culture-driven performance.

 

10. May Require Oversight from Existing Leadership

Reports show that over 40% of interim CFOs operate under close supervision from the CEO or board, especially during high-stakes decision-making periods.

 

Despite their seniority and expertise, interim CFOs often require active oversight, particularly in companies with complex structures, sensitive financial conditions, or regulatory obligations. Since they are unfamiliar with the organization’s full history, internal politics, or stakeholder expectations, CEOs and boards may feel the need to monitor their decisions more closely than they would with a permanent executive.

 

This oversight can become a drain on leadership bandwidth, as CEOs must allocate time to brief, align, and occasionally course-correct the interim CFO. Instead of easing executive burden, the arrangement can temporarily increase it, especially if the interim leader misinterprets organizational priorities or makes assumptions based on external experiences.

 

In scenarios like fundraising, investor relations, or legal negotiations, leadership may also feel more comfortable retaining final authority, which limits the interim CFO’s independence and slows down processes. While checks and balances are important, excessive supervision can undermine agility, one of the key advantages of hiring interim talent.

 

Organizations must carefully define boundaries of responsibility and trust, or risk neutralizing the very impact they seek from an interim CFO.

 

Related: How can CFOs prevent Financial Fraud?

 

Conclusion

Hiring an Interim CFO can be a strategic move that injects speed, experience, and objectivity into an organization at a critical moment. The pros are compelling—immediate availability, flexibility, cost-effectiveness, and specialized expertise that adds value from day one. Whether you’re preparing for an IPO, undergoing restructuring, or need a fresh financial lens, interim CFOs bring focused leadership without the long-term overhead.

 

However, it’s essential to weigh these benefits against the inherent trade-offs—limited cultural integration, short-term commitment, and possible gaps in continuity or strategic alignment. These professionals are best suited for tactical execution and transitional support, not long-haul transformation unless followed by a robust succession plan.

 

At DigitalDefynd, we encourage leaders to make well-informed decisions by considering both sides of the equation. Whether interim or permanent, your CFO must align with your business goals, leadership style, and growth stage. With the right structure in place, even temporary leadership can yield lasting impact.