When Christopher Woods stepped into his first interim assignment at a global leader in packaging solutions, he entered an organization in the middle of transformation. The previous CIO had left for a new opportunity, and during the recruitment of a permanent successor, our client needed an experienced leader to ensure continuity, drive digital initiatives forward, and prepare the ground for the next phase.
With a long international career at the intersection of business and technology – including senior roles in Telecom, FMCG, and nearly a decade as Group CIO at Campari – Christopher brought the right mix of strategic insight and hands-on leadership.
We spoke with him about his journey into Executive Interim Management, his experience working in a global company through Nordic Interim, and what makes interim leadership so valuable in times of change.
“Technology should supercharge the business”
You’ve built your career at the crossroads of technology and business. What drives your passion in this field?
“I’ve always been fascinated by how technology can deliver real business value. My career started with a startup in Paris in technology services, and since then, I’ve worked in Telecom and FMCG, always focused on how technology can drive real, tangible value for the business. For me, technology is not just about systems or tools – it’s about impacting the P&L through enabling growth, efficiency, and transformation.”
Exploring new challenges through Executive Interim Management
After nine years as Group CIO at Campari, what inspired you to move into Interim Management?
“After leading large digital and organizational transformation programs, I wanted to see more industries and different types of challenges. Interim Management offered that opportunity. It’s a way to continuously develop yourself, apply your experience & skills in new environments, and build new professional muscles. When Nordic Interim approached me with the assignment in December 2024, it felt like the right next step. It’s been a very rewarding experience – both professionally and personally.”
Delivering continuity and transformation
What was your mission during the assignment?
“The previous CIO had left for a new opportunity, and during the recruitment process, they needed someone to ensure continuity. My task was to keep transformation projects running, initiate new ones, and ensure that daily operations continued smoothly.
I also wanted to prepare the organization for the subsequent arrival of a permanent CIO – setting up structures, processes, and initiatives that would have long-term value. We advanced several transformation programs, especially in data analytics, taking them to a new level. I reviewed the IT organization, identified gaps, and made sure the right people were in place. We implemented a new operational IT model and introduced fresh ways of thinking. When the new CIO steps in, the table is set for success.”
Our client, Group CFO & Business Transformation, shares his perspective
“It is good advice to engage an Interim Manager when you have a critical vacancy and don’t have an internal candidate to fill the role. In this way, you can take your time with the recruitment process for a new permanent employee. It is also beneficial when you have a specific project where you lack the right knowledge and experience.”
“Interim Managers bring an unfiltered perspective”
From your perspective, what makes Interim Management so valuable for organizations?
“Bringing in an Interim Manager gives the organization continuity, experience, and objectivity. You can have very open discussions – sometimes more so than with a permanent employee.
As an interim leader, you can speak more freely, but you must also be humble and respect the company culture. The value lies in being able to give an unfiltered outside view, question old truths, and focus entirely on what’s best for the company – not your own career progression.”
Leadership with purpose
What are your key principles when it comes to leadership in an interim role?
“You have to be genuine, honest, and transparent. It’s about understanding the current situation and building trust quickly. I always focus on collaboration – how can the team learn from me, and how can I learn from them?
Coaching is a big part of it. You help the team grow, develop confidence, and prepare for the next leader. You don’t want to take the organization too far in a direction that makes it hard for the permanent CIO to continue. The goal is to create momentum and readiness – not dependency.”
Christopher Woods’ journey from global CIO to Executive Interim Manager illustrates the growing value of interim leadership in today’s fast-changing business environment.
For him, the key to success lies in transformation – both within the organizations he supports and in his own continuous evolution as a leader.