Seasonal Hiring Strategy For Retail

I was speaking recently with a Chief People Officer about the role interim leaders can play during periods of change. One point stayed with me. We often talk about interim executives in terms of speed, capability and impact. All true. But perhaps one of the most underrated benefits is that they create space. In a world that moves quickly, an interim can give an organisation the chance to pause without standing still. They allow executives, boards and leadership teams the time to properly prepare for what comes next, whether that is a permanent appointment, a broader transformation, or a more considered transition. That space matters. It can mean time to reset expectations, clarify the brief, stabilise a team, work through complexity, and make better long-term decisions rather than rushed ones. The best interim leaders do more than step into a gap. They help create the conditions for a stronger next step.

First it was fractional CFOs. Then CMOs. Now it’s fractional everything. In the past 18 months, I’ve seen more consumer brands, especially early-stage or PE-backed; embrace interim, outsourced, or hybrid leadership models as a way to hedge against volatility without compromising on capability. Need a GTM plan for Europe but not ready for a regional MD? Bring in a fractional commercial lead. Need to overhaul digital without betting on a long-term CMO? Plug in an advisor with five DTC wins under their belt. Ops too complex post-acquisition? Call the supply chain whisperer who does three-day-a-week transformations. From a financial standpoint, it makes sense. You get executive-level expertise, flexible cost structures, and just enough strategic horsepower to stay in motion while the business stabilizes. But from a talent standpoint, it raises a bigger question where does this leave the full-time exec bench? Because if every high-stakes initiative can now be outsourced or fractionalized, the nature of executive leadership is shifting. We’re no longer hiring for permanence. We’re hiring for impact velocity and that changes how roles are scoped, how candidates are evaluated, and how teams are built around them. What I’m watching closely is this: Are we unintentionally creating a generation of full-time executives who are expected to deliver the same transformation outcomes as their fractional counterparts, but with broader remits, more internal complexity, and none of the exit clause optionality? Fractional can be brilliant when used intentionally. But it’s not a replacement for leadership. And if the entire C-suite becomes part-time by design, we’ll start to feel the absence of cohesion, culture, and long-term accountability very quickly. Are you seeing this trend on your side? How do you balance agility with depth when building leadership teams today? #FMCGLeadership #ExecutiveSearch #FractionalLeadership #CPG #ConsumerGoods #HiringStrategy #LaurenStiebing #CMO #CFO #OrgDesign #PrivateEquity #InterimExecs

Running a hotel isn’t just about welcoming guests when the sun is shining, the holidays are buzzing, or the corporate calendars are packed. It’s also about navigating the quieter moments—the off-seasons—when the demand drops, but the bills don’t. Over the years, I’ve discovered a few creative strategies that have helped us turn “off-season blues” into a vibrant hum of activity. Here’s what works: 1. Tap into local tourism and micro-events When international or out-of-town guests aren’t flocking in, look inward. Partner with local event organizers, small businesses, or community groups to host events, retreats, or workshops. Example: We’ve collaborated with yoga studios to host weekend retreats. These aren’t just room fillers—they create experiences that attract repeat guests. 2. Offer “workation” packages Remote work is here to stay, so why not position your property as the ultimate productivity-meets-relaxation destination? We’ve introduced packages that include high-speed Wi-Fi, quiet workspaces, and even lunchtime room service. The result? Professionals who extend their stays because they realize how much better work-life balance feels at a hotel. 3. Revamp your loyalty program Off-season is the perfect time to show some love to your loyal guests. Offer double rewards points, exclusive discounts, or personalized perks. Not only does this boost occupancy, but it also strengthens long-term relationships. Whether you're a hotelier, a business owner, or someone who deals with seasonal cycles, I’d love to hear how you tackle the quiet times. 

Think only entry-level or freelance roles are part of the gig economy? Think again. Fractional executives are rewriting the playbook for top-level positions. In a world where adaptability is key, we’re seeing a bold transformation at the executive level. Fractional roles, or part-time executive positions, are gaining ground as companies aim for high-impact leadership without long-term overhead. This trend is booming across industries, from tech to finance, and it’s quickly becoming a strategic lever for agility and expertise at scale. 💼 Why It’s Happening: Flexibility & Expertise: As companies pivot toward project-based goals, they’re increasingly drawing on specialized expertise without needing full-time commitments. Cost-Effective Strategy: Hiring fractional executives provides access to top-tier talent—CEOs, CMOs, or even AI leads—while avoiding the high fixed costs of full-time roles. Speed of Innovation: Rapid market shifts demand adaptable leaders who can step in, make an impact, and transition out as needed. 🚀 What It Means for the Future of Work: The fractional executive model enables companies to engage seasoned leaders who bring immediate value, making this a powerful strategy for fast-changing industries. Instead of the long timelines often tied to full-time roles, fractional executives can address critical challenges, drive innovation, and leave a lasting impact—all without the conventional commitments. The gig economy isn’t just for freelancers anymore. It’s redefining how companies tap into C-level expertise, allowing for nimble, high-impact strategies that align with modern business needs. 🔖 Would you consider a fractional executive role for your company? Let’s discuss the future of leadership in the comments!

I've placed interim/fractional tech & product leaders into investor-backed businesses for 4 years now. Every week, a handful of permanent CTOs, CPOs, VPEs and VPPs ask me how to break into interim work. I tell them all the same thing: Your best skills won't transfer. Here's what I mean... Permanent leadership is about building. You nurture relationships, craft long-term vision, earn trust slowly. You have time to let ideas marinate, to bring people along, to build consensus. Interim work is about triage. You walk into a burning building, identify what's actually on fire, and put it out. Fast. Then you document everything so the next person doesn't have to start from scratch. The skills that made you successful as a permanent leader can actually hurt you as an interim. Here's what can separate successful fractional/interim leaders from those who struggle: 𝗦𝗽𝗲𝗲𝗱 𝗼𝗳 𝗱𝗶𝗮𝗴𝗻𝗼𝘀𝗶𝘀 𝗼𝘃𝗲𝗿 𝗱𝗲𝗽𝘁𝗵 𝗼𝗳 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀 The best interim leaders don't spend 6 months understanding team dynamics. They figure out what's broken and why in 2 weeks. Pattern recognition beats empathy here. 𝗕𝗿𝘂𝘁𝗮𝗹 𝗽𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘀𝗮𝘁𝗶𝗼𝗻 𝗼𝘃𝗲𝗿 𝗶𝗻𝗰𝗹𝘂𝘀𝗶𝘃𝗲 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻-𝗺𝗮𝗸𝗶𝗻𝗴 Consensus is a luxury they can't afford. They make decisions that upset people. That's the job. Their metric isn't "do people like me?" but "did I move the needle?" 𝗗𝗼𝗰𝘂𝗺𝗲𝗻𝘁𝗮𝘁𝗶𝗼𝗻 𝗼𝘃𝗲𝗿 𝗶𝗻𝘀𝘁𝗶𝘁𝘂𝘁𝗶𝗼𝗻𝗮𝗹 𝗸𝗻𝗼𝘄𝗹𝗲𝗱𝗴𝗲 Permanent leaders keep knowledge in their heads because it makes them valuable. The interim leaders I place write everything down because their job is to make themselves replaceable while leaving a positive legacy behind them. 𝗖𝗼𝗺𝗳𝗼𝗿𝘁 𝘄𝗶𝘁𝗵 𝗯𝗲𝗶𝗻𝗴 𝘁𝗵𝗲 𝗯𝗮𝗱 𝗴𝘂𝘆 Someone needs to kill that pet project. Fire that underperformer. Tell the CEO their roadmap is fantasy. Permanent leaders avoid this because they'll live with the consequences. Interim leaders won't. Before you take your first interim role, ask yourself: • Can you make hard decisions without consensus? • Can you deliver impact without needing credit for it? • Can you walk away after 6 months without looking back? • Can you tell a CEO their strategy is wrong in week two? • Will you be okay never seeing the long-term results of your work? If not, stay permanent. Nothing wrong with this at all. You're simply wired for building, not fixing. Agree? Disagree? Something to add?

The Controller ran the company for six months when the CFO quit abruptly. Board stayed calm. Audits stayed clean. Team stayed confident. Numbers stayed moving. Then the company hired a new CFO from outside. Four weeks later, the Controller resigned. The exit interview hit different. Controller: "I held this together. Felt like it didn't matter." CEO: "It mattered. You kept us stable. Without you, we'd be hiring from crisis. You gave us time to choose right, not fast." Controller: "Then why wasn't I considered for CFO?" CEO: "Interim needed control. Permanent needs capital strategy, investor relations, fundraising experience. Not about ability. About the phase we're entering." Controller: "So I steadied the ship but couldn't lead it." CEO: "You are a leader. Your next role will value your strengths immediately. There's a gap between being overlooked and being misaligned with timing." Conversation didn't fix disappointment. But it gave clarity. Controller left on good terms. CEO wrote a strong reference. Two years later, Controller became VP Finance at a growing company. Finally on a path pointing straight to CFO. Here's what Controllers need to hear: Interim work builds leadership muscle even when it feels invisible. Operational strength is leadership. Clean books, steady reporting, team confidence during chaos—that's strategic value, not just technical execution. Not getting the title doesn't mean you're not ready. Sometimes the business model shifted. Sometimes the board wanted external credibility for fundraising. Sometimes your strengths don't match where the company's headed next. The place where you proved yourself isn't always the place that promotes you. If you carried a business in silence, kept financials clean during chaos, or held the line when no one was watching—you're closer to CFO than you think. Your interim chapter isn't a gap. It's proof, you're that much close.

After numerous conversations with executives thinking about transitioning into an interim executive, I wanted to debunk some of the more common fears for first-time interims. “I won’t have job security.” Interim work is by nature temporary, but demand is consistently strong across industries. Many first-time interims discover they are rarely “between roles” for long and some even earn more across a year than in a permanent role. Security comes from reputation, network and delivery – not a single employer. “I’ll be treated like an outsider.” Interim executives are hired because of expertise and neutrality. Far from being sidelined, they are often given quicker access to decision-makers and the freedom to cut through politics. Being “outside the system” can be an advantage when delivering results. “I won’t know the business well enough.” Companies bring in interims for their transferable skills – leading change, stabilising teams, driving transformation. You don’t need decades in their sector, you need the ability to assess quickly, ask sharp questions and act decisively. Fresh perspective is part of the value. “I’ll struggle to build authority fast.” Interim roles are scoped for speed. Stakeholders expect you to take charge and make an impact early. The authority comes from the mandate you are there to deliver, not to play long politics. Successful interims often build credibility within weeks by focusing on visible wins. “I’ll damage my career path.” Interim experience signals agility, resilience and breadth of leadership – qualities increasingly valued at Board-level. Many executives go back to permanent roles later, bringing sharper skills and richer experience. Interim work can enhance, not hinder career capital. “I’ll be on my own.” While you are independent, you are far from alone. Networks of interim executives, specialist agencies and peer groups provide support, referrals and mentoring. Many interims find the community more collaborative than the corporate world. To summarise: Most fears about becoming an interim stem from comparing it to permanent executive life. The truth is that interim work plays to a different set of strengths, independence, speed and results. Once a first assignment is completed successfully, confidence replaces doubt. Let me know if I have missed anything. #interimsolutions #interimleadership #interimmanagement #fractionalexecutive

“It used to be about stability. Today, it’s about competency flexibility.” As this is my first post of the year, I want to set a clear direction for 2026. I will continue to: - explore emerging leadership and board-level trends, - support the development of interim management in Poland and the CEE region, - work with boards on flexible and effective solutions to complex people and business challenges, I invite you to comment, challenge, disagree, and discuss. The deeper the conversation, the better prepared we all are for what’s next. For decades, organisations built their strength on stability. Stable structures. Stable roles. Stable executive teams. From my perspective, this logic is no longer sufficient. Not because experience has lost its value - quite the opposite - because today boards need experience exactly when and where the problem appears, not necessarily embedded in the organisation forever. This is why competency flexibility is becoming a defining leadership theme across Europe. More and more boards are no longer asking: “Who should we hire for the next five years?” Instead, they ask: “Which capability do we need right now — and for how long?” This is not a tactical shift. It is a fundamental change in how leadership is designed. At Redegate, we clearly see rapid growth in: ➤ interim management ➤ fractional CxO roles ➤ executive advisory positions ➤ leadership-as-a-service models These are not responses to a lack of talent. They are responses to complexity, speed, and decision risk. From a board-level perspective, the logic is compelling: ✔ access to senior experience without permanent structural expansion or long-term financial commitment ✔ immediate impact with minimal onboarding ✔ focus on outcomes, not hierarchy My observation? The organisations coping best with uncertainty are those that: - are less attached to form, - deeply committed to capability and impact. Stability does not disappear. But it is no longer the default choice. Competency flexibility is becoming the operating system for leadership in uncertain times. So the real question for 2026 is NOT “Who should we hire?” It is - “How do we intelligently compose leadership for this specific moment?” I look forward to your perspectives. Paweł

Most executives are unaware of the distinction between an interim CMO and a fractional CMO. CEOs and boards sometimes treat the terms as interchangeable, when in reality the scope and outcomes are very different. But in private equity portfolio companies, this confusion between fractional and interim can be costly. The margin for error in a PE-backed company is already small, and putting the wrong leader in the wrong seat can waste budget, slow growth, and frustrate investors. I’ve served as a CMO eleven times, in full-time, interim, and fractional roles. I’ve worked inside PE-backed companies at different stages of growth. And before launching DemandRevenue.com, I spent years advising hundreds of CMOs at SiriusDecisions and Forrester. An interim CMO is embedded four or more days a week. They step in after a departure, join the executive team, and stabilize or transform the organization's marketing during high-stakes periods. A fractional CMO is different. They usually commit about a day or so per week. Their role is to set marketing strategy, mentor the existing marketing team, and ensure execution stays aligned, without the cost of a full-time marketing executive. And here’s another misconception: just because a company already has a full-time CMO doesn’t mean there isn’t room for one of these roles. Interim or fractional support can enhance the business by adding a fresh perspective, relieving pressure from the marketing department, or accelerating transformation during critical periods for the organization. And when a CMO is in place, friction between the current CMO and the fractional or interim CMO is less likely than people may assume. Interim and fractional roles are temporary in nature. Most executives who choose this career path don’t want to step into a permanent CMO chair; that’s often why they became interim or fractional in the first place (especially true for me). If there isn’t a CMO in place, these roles can also prepare the ground so that when the next full-time CMO arrives, they inherit a stable, aligned marketing function instead of a firefight. They can be brought up to speed quickly and efficiently by the fractional or interim CMO. Both roles are valuable. But they are not interchangeable. The right model depends on where the portfolio company is in its lifecycle. Early-stage or post-acquisition situations often require interim leadership. Companies with a capable team but poor alignment benefit more from fractional guidance. It’s imperative to match the model of fractional or interim to the specific needs of the PE-backed company. Because in private equity, the cost of misalignment for the organization compounds quickly. If you’re evaluating marketing leadership for a portfolio company and aren’t sure which path makes sense, let’s talk. Book a no-obligation 20-minute call with me here: https://lnkd.in/evXkg5EW #PrivateEquity #InterimCMO #FractionalCMO #PortfolioComp…

Busy season is one of the most demanding times of the year for accountants. Long hours, tight deadlines, and constant client requests can quickly lead to burnout without the right approach. Thriving during busy season is not about working longer. It is about working smarter. Here are 10 practical strategies that can make a real difference: 1️⃣ Plan and prioritize. Focus on high-impact tasks first and organize your workload before deadlines pile up. 2️⃣ Delegate where possible. Trust your team with routine work so you can concentrate on higher-value responsibilities. 3️⃣ Protect your work-life balance. Setting boundaries and taking breaks helps maintain productivity over the long term. 4️⃣ Communicate proactively with clients. Regular updates reduce last-minute surprises and unnecessary follow-ups. 5️⃣ Stay positive and motivated. Breaking large projects into smaller milestones makes the workload more manageable. 6️⃣ Keep your team aligned. Short, consistent check-ins help everyone stay informed and resolve issues early. 7️⃣ Outsource repetitive tasks. Offloading bookkeeping, payroll, or data entry creates more time for advisory work and client relationships. 8️⃣ Stay current on tax laws and accounting standards. Keeping up with regulatory changes helps prevent costly mistakes during review. 9️⃣ Master daily triage. Reassess priorities each day and focus on what truly needs your attention. 1️⃣0️⃣ Build a positive team culture. Recognition, flexibility, and collaboration help teams perform better during high-pressure periods. Busy season will always be challenging, but the right systems, communication, and mindset can make it far more manageable. The firms that consistently perform well are often the ones that prepare before busy season begins, not those that simply work the longest hours. #Accounting #BusySeason #CPA #TaxProfessionals #Productivity