A more strategic, more intentional interim market

As we move into 2026, the interim CFO and Finance Director market across Yorkshire and the East Midlands has entered a more confident, mature phase. What was once a reactive solution is now a deliberate strategic choice for boards, investors and leadership teams navigating growth, transactions and transformation.

Insights from our CFO Network Annual Report 2025/26, combined with live market activity, point to a clear shift in how and why interim finance leaders are being deployed.

What we are seeing in the market

Interim is no longer just a stopgap

While replacement of permanent incumbents remains a core driver, interim appointments are increasingly being used to:

• Lead M&A activity, including exits and integrations
• Deliver ERP and systems change
• Support refinancing and lender negotiations
• Provide grip during accelerated growth phases

This reflects a clear preference for speed, capability and impact over permanence - particularly in PE-backed and change-led environments.

A deeper and more diverse interim talent pool

The interim finance community continues to outperform the permanent market on diversity, with female representation now exceeding 30% in interim CFO and FD roles. Just as importantly, the overall quality of the interim pool has strengthened significantly.

Many highly experienced finance leaders - often with 20+ years’ PQE - are now choosing interim careers deliberately, attracted by portfolio working, flexibility and the opportunity to deliver meaningful outcomes in defined timeframes.

Rates remain resilient, with clearer segmentation

Interim day rates have held firm through 2025 and we expect this resilience to continue into 2026. The market is now clearly segmented by context and complexity:

• PE-backed exits, refinancings and M&A continue to command premium rates
• Listed and large corporate roles sit at the top end of the range
• SME and portfolio assignments remain highly attractive where scope and authority are well defined

Specialist mandates - particularly turnaround, ERP and transaction-led roles - consistently sit in the upper quartile.

A more pragmatic approach to IR35

IR35 is no longer dominating decision-making. Outside IR35 remains common for short-term or advisory work, while longer-term, embedded roles are increasingly structured inside IR35 - particularly within larger organisations and PE-backed businesses.

What has changed is the pragmatism on both sides: clearer scopes, realistic rate-setting and stronger alignment on outcomes.

What we expect in 2026

Interim as a strategic lever

Boards and investors are becoming more intentional in how they use interim finance leaders - deploying them to de-risk growth, prepare for sale, professionalise finance functions and bridge capability gaps while permanent hires are made carefully.

This mirrors the continued rise of fractional CFOs, with businesses selecting the leadership model that best fits their stage of development.

Continued M&A-led demand

With Yorkshire and the East Midlands remaining among the UK’s most active regional M&A markets, interim CFO demand will continue to track deal activity closely. Interim leaders are often best placed to bring pace, objectivity and transaction experience at critical moments.

Manufacturing, technology, healthcare and business services are expected to remain the most active sectors.

Competition for top-tier interims

As demand becomes more sophisticated, competition for the strongest interim CFOs and FDs will intensify. The most successful appointments will be those where organisations move quickly, are clear on objectives and engage interims as true business leaders - not placeholders.

Market perspective

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“What we’re seeing very clearly is a shift from interim being a reactive solution to it being a proactive one,” says Dale Spink, Lead Director – Interim CFO & FD Recruitment, Yorkshire.

“Boards are using interim finance leaders to drive outcomes - whether that’s getting a business transaction-ready, stabilising performance, or delivering complex change. In 2026, the interim market will continue to reward clarity of purpose, pace of decision-making and access to proven, credible leaders.”

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‍Final thoughts

The interim CFO market has come of age. In 2026, interim finance leadership will play an increasingly central role in navigating uncertainty, unlocking value and accelerating results.

For businesses, the opportunity lies in using interim talent deliberately and early. For finance leaders, interim careers offer relevance, autonomy and impact at a point when the CFO role has never been broader or more influential.