By Seth Cohen
It was early September, and everything seemed on track. Shelves were full of Halloween costumes, and the CEO of a mid-sized retail supplier was breathing easier. The holidays, make-or-break time for the year, were right around the corner, and the numbers looked good.
Then came the first shock: the Chief Supply Chain Officer quit without notice.
As the CEO tried to absorb what that meant for a fragile logistics schedule, the second hit landed. A hurricane changed course overnight and shut down the Gulf’s busiest port. Containers carrying the last of the holiday inventory were stuck. Without them, stores would be empty when they mattered most.
The team scrambled. Customers were frustrated. Competitors circled. And the CEO knew one thing for sure — there was no time to run a search. What she needed was an experienced leader who could walk in, take charge, and steady the ship.
This is a situation where interim executives thrive.
Why Interim Executives?
When the pressure is on, experience matters.
Interim leaders aren’t theorists; they’ve lived through booms, busts, turnarounds, and crises. They know how to walk into an unfamiliar room, read it instantly, and get people focused on what counts, whether that’s hitting revenue goals, saving a deal, or getting product back on shelves.
They come with tested playbooks and the judgment to adapt them to a company’s culture and challenges. They aren’t slowed down by politics or past decisions. They ask the hard questions, uncover blind spots, and get results.
What Interims Bring to the Table
Sometimes it’s scaling production when a product suddenly takes off. Sometimes it’s protecting the value of a big acquisition. At other times, it’s simply bridging a leadership gap during a storm. Whatever the moment, interim executives know how to bring calm to chaos and put a company back on course.
Why Eleven Canterbury
At Eleven Canterbury, we connect organizations with a global network of more than 3,000 senior-level executives who have led at some of the world’s most respected companies. These leaders bring the kind of perspective that only decades in the C-suite can provide.
When disruption strikes, the right interim leader doesn’t just help a company survive. They leave it stronger, more agile, and better prepared for the future.
Contact us to learn more about our global network of senior-level talent and how their experience and expertise will add value and stability to your company and your bottom line.
Seth Cohen is the Managing Partner of Eleven Canterbury. He was a member of the Group Managing Board and Head of Group Offshoring at UBS AG.
