From implementation project to interim management pitch: how to convince with your expertise

Published date: September 8, 2025

In 2025, a large share of interim management assignments in finance will focus on implementation projects for ERP and consolidation systems. Christophe Paquay, Senior Manager in the Interim Management division at recruitment specialist Robert Walters, observes a clear trend: companies are accelerating their transition to new systems, as SAP will end support for older versions in 2027, and Oracle HFM is also nearing its end.

This presents an opportunity for interim managers, but also a challenge: how do you convince a client that you are the right person for such a critical project? Christophe shares his top tips.

1. Show impact, not just tasks

“Many interim managers talk about what they’ve done, but forget to show the results,” says Christophe. “Simply stating that you were involved in an ERP implementation doesn’t say much about your added value.”

Use the STAR method (Situation, Task, Action, Result) to communicate your contribution clearly and convincingly. For example:

Situation: “At an international logistics provider, the SAP S/4HANA preparation was delayed due to a lack of standardised finance processes.”

Task: “As interim business controller, I was tasked with streamlining the invoicing and month-end closing processes for integration into the new system.”

Action: “I mapped out the processes, eliminated redundancies, and co-designed a new structure with the finance and IT teams. Weekly sessions with key users ensured buy-in and proper documentation.”

Result: “The implementation stayed on schedule. Closing time was reduced by 30%, and the finance team was able to work independently with SAP from day one.”

2. Speak the client’s language

An IT Project Manager views an implementation differently than a CFO. Make sure your story resonates with the perspective of the person you’re speaking to.

“When speaking to a CFO, use terms like ‘improved financial insights’, ‘cash flow optimisation’, or ‘cost control’,” Christophe advises. “Prepare in advance: which jargon is relevant, and which should you avoid? That way, you can fully focus on connecting during the conversation.”

3. Demonstrate ownership and decisiveness

Clients aren’t looking for an executor, they want a leader who brings calm, makes tough calls, and takes full responsibility for success.

“Explain how you monitor deadlines, make decisions, and get people on board. Share examples that show you can spot issues early and steer the course,” says Christophe.

Key soft skills you need to be able to demonstrate:

Communication: can you clearly explain what’s happening and why?

Stakeholder management: can you bridge different interests?

Change management: how do you handle resistance?

Analytical thinking: can you quickly identify process bottlenecks?

Again, use the STAR method to present each example convincingly.

4. Show how you add value from day one

Clients want to know what you’ll contribute from the very start. Be explicit about the quick wins from past projects, such as:

“At an international company, I managed the transition from Oracle to SAP. Clear coordination with IT and realistic test scenarios ensured a flawless migration. The month-end closing was accurate from the very first period.”

“After the SAP S/4HANA go-live, I trained the finance team in SAP Fiori. Within two months, the team worked independently without the need for external support.”

“Clearly outlining what short-term results can be expected helps clients gain internal buy-in. You show that your involvement is an investment that pays off immediately,” Christophe concludes.