In 2019, we interviewed Eva Kaijser about her assignment as interim CFO in an international company with a billion-digit turnover. Now the assignment and the reconstruction are completed, and we have talked to her about how she solved the critical situation.

The multinational company was in a deep crisis. How did you solve the situation and what was the outcome?

“The assignment was, with extensions, just over 2.5 years and turned out to be the most complicated challenge I have had so far. We have completed one of Sweden’s largest reconstructions because of sanctions, which was further complicated by Covid and a very volatile market. The work needed to be divided into several steps, which put a lot of pressure on ensuring a sustainable organization that was able to run several sub-projects and reload without time for recovery.

Gradually, we took the company out of the sanctions and reached a settlement with the lenders to get a reconstructed balance sheet, and thus complete the formal reconstruction. After that, we worked together with the new owners to agree on a new long-term strategy and to raise new financing. Now my assignment is completed, and I am happy to hand over a fully financed company with a clear strategy, that the management takes responsibility for implementing. Now comes a phase of operational implementation of 2 to 3 years, and that requires a different CFO profile.”

How do you prepare for an interim assignment?

“Since my assignments are always of an extraordinary nature that requires a lot of energy, I make sure to be well-rested and filled with new energy. It is important for me to be curious and inspired to get to know the new company, employees, business and stakeholders, to see how I can make the best possible contribution and create value.”

Why have you chosen to work as an Interim Manager?

“I see myself not just as an interim, but also as a consultant, advisor, and investor where I move between different roles, from board member to operational roles, which can take different forms depending on the company’s situation, form of ownership, etc.”

What is most important in your change leadership?

• To get all employees to grow and take full responsibility – I can never make myself irreplaceable, it is extremely important that I am always replaceable as I am, by definition, an interim.
• Transparency, and sharing information as much as possible so that all teams pull in the same direction and see the same goal picture. To understand how resources are prioritized between projects, for the greatest possible benefit for the company.
• To be grounded (to be more of a mentor). In extraordinary situations, employees are often forced to step outside of their comfort zone, and it is extremely important to give them courage, responsibility and absolutely not “hit anyone over the head” if things go wrong.
• Ensure that individuals “who raise their hand” have the opportunity to be part of the journey, which can give them great development opportunities for the future.

“During an interim assignment, which is of an extraordinary nature, it is even more important to quickly gather the team spirit and be a good leader. To get everyone going in the same direction and to be able to drive change, you have to put in a higher gear than if you are a permanent employee or just have to maintain a vacancy.”

What are your best career tips?

• Be solution oriented – get rid of old prejudice right away and always make sure to have a clean desk (or mailbox).
• Always keep a holistic view and focus on the long-term plan – it is like playing 3D chess during a marathon that goes at a sprinter pace. You cannot get stuck in the details but must constantly zoom out and reflect.
• Have a clear leadership style and communicate strategically.
• Always be inspiring, kind, and polite.

How do you make sure to reload and find new energy?

“There must be a large element of humour! I make sure to take time for reflection every day to set up the strategy for the next chess move, usually during dog walks or running. My priorities are always my family if I must choose. For the most part, it works just fine to combine work and family, it is important to show the children how to “walk the talk” to inspire them. During intense periods, there is limited time to be a helicopter mum for my four children, so they have learned from an early age to take full responsibility for homework and their activities.”