s·Next to LeadThe rise (and risks) of interim CEO rolesBy Ruth UmohBy Ruth UmohEditor, Next to LeadRuth UmohEditor, Next to LeadRuth Umoh is the Next to Lead editor at Fortune, covering the next generation of C-Suite leaders.
She also Fortune’s Next to Lead .SEE FULL BIO Interim CEO roles can be a fast route to the corner office, but they can also be the most precarious.Through June 2025, 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, according to Challenger, Gray & Christmas.
Some were corporate veterans parachuting in to stabilize a company (think: Howard Schultz’s return to Starbucks).
Others are internal lieutenants tapped to hold the line while boards for a permanent leader.
On paper, the interim role can look a golden ticket: a fast track to the C-suite, a chance to ve one’s mettle, and instant résumé credibility.
It offers exposure to full P&L responsibility, access to the board, and the ability to shape the organization during a pivotal moment.
What’s more, internal and external candidates have an equal shot at making the gig permanent, with 20% of each group ultimately keeping the role, Challenger’s data shows. The risks are less glamorous.
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 built-in expiration date can also leave them politically exposed if they’re passed over for the permanent spot, and the intensity of high-stakes transitions makes burnout a constant threat.
Many don’t last long enough to leave a mark: At WeWork, Artie Minson and Sebastian Gunningham d interim CEO duties after Adam Neumann’s ouster, but neither secured the top job, and both exited within months once a successor was named.
For executives considering an interim role offer, the question is whether the position is a genuine springboard or simply a high-stakes temp job.
The smartest way to decide, executive recruiters say, is to run it through three s: Is your scope, authority, and decision-making power ly defined, with resources to match?
Does the role advance one’s long-term career vision, even if you don’t get the permanent job? If it ends abruptly, do you have a next move or a narrative that strengthens your fessional brand?
If the answers lean heavily toward “yes,” the interim title could be a career accelerant. If not, it may be wiser to hold out for a role with permanence and real decision-making power.
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