The market for interim management in the construction, property and finance sectors presents a mixed picture. Whilst a third of interim managers achieved a workload of more than 90 per cent over the past 12 months, just under a quarter had a workload of less than 50 per cent. At the same time, fewer than half of those surveyed are optimistic about economic developments. These are the key findings of the first-ever independent “Market and Career Trend Analysis 2026 – Interim Management”, published by Cobalt, a recruitment consultancy specialising in the construction, property and financial sectors.
“The interim market is currently characterised by significant contrasts. On the one hand, there are experienced specialists who are almost constantly tied up in projects. On the other hand, there are highly qualified interim managers who are struggling to find follow-up assignments. This shows that companies are very selective when deciding what external expertise they actually need,” says Jan Schwill, Managing Director of Cobalt’s subsidiary Concord Cobalt Recruitment GmbH.
Only one in four sees improved career prospects
This cautious mood is reflected in expectations regarding economic development. Only 45 per cent of the interim managers surveyed are very or fairly confident about the next six to 12 months. 32 per cent view the outlook with scepticism, whilst a further 23 per cent remain neutral. Personal career prospects have also dimmed for many: 36 per cent report a deterioration in their career prospects as a result of market developments. Only 25 per cent see a positive change, whilst 39 per cent note no impact.
There are significant differences between sectors. In the property sector, 48 per cent are optimistic about economic developments. In the construction sector, the figure is 43 per cent, whilst 48 per cent in that sector are sceptical. “Interim managers feel the effects of changes in the market situation particularly keenly. When investments are postponed, project developments are halted or budgets are cut, this has a direct impact on the demand for external executives and specialists. At the same time, restructuring, the transformation of property portfolios and new regulatory requirements create tasks for which companies need experienced experts at short notice,” explains Schwill.
Daily rates of 1,000 to 1,200 euros are the most common
The study also provides insights into the remuneration structure. 67 per cent of the interim managers surveyed earn daily rates of at least 800 euros. The most commonly cited daily rates are between 1,000 and 1,200 euros (25 per cent), followed by 800 to 1,000 euros (23 per cent). Nineteen per cent earn more than 1,200 euros per day, with seven per cent earning more than 1,500 euros. Remuneration depends heavily on the specific role, seniority and field of work. In the property sector, daily rates are concentrated in the range between 1,000 and 1,200 euros. In the construction sector, the range is wider. There are also regional differences: whilst daily rates between 1,200 and 1,500 euros are achieved with above-average frequency in the south, in the east they are more often below 800 euros.
“When engaging interim managers, companies should not focus solely on the daily rate. What matters most is the contribution the individual in question can make within a limited timeframe. Particularly in the case of complex restructurings, challenging transformation processes or time-critical projects, the right choice of candidate can make a significant financial difference,” emphasises Schwill.
Interim management is often not just a short-term stopgap solution
Another finding of the survey is that interim management is by no means limited to a few weeks. 66 per cent of respondents reported average assignment durations of at least six months. This illustrates that companies engage external executives and specialists not only to bridge short-term staffing gaps, but also for longer-term projects and change processes. At the same time, workload remains a crucial economic factor for self-employed managers. Whilst 33 per cent were working at more than 90 per cent capacity over the past twelve months, 24 per cent were working at less than 50 per cent. A further 43 per cent fell somewhere in between.
“Interim management has long since become more than just a stopgap solution for short-term staff absences. It enables companies to secure specific skills in a targeted manner that they do not need to – or are unable to – maintain on a permanent basis. This is a particularly important tool in the property sector, where business models and requirements are currently undergoing profound change. However, this requires clearly defined tasks, realistic project timelines and swift decision-making on the part of the client,” said Schwill.
Personal contacts are more important than digital platforms
Personal relationships continue to play a dominant role in securing new assignments. 72 per cent of the interim managers surveyed cite their own network as a key channel for securing work. This is followed by former clients at 48 per cent, recruitment consultancies at 45 per cent and direct client enquiries at 41 per cent. Digital interim platforms play a supplementary role, accounting for 32 per cent. Multiple responses were permitted.
The importance of personal networks is particularly pronounced in the property sector: 78 per cent of those surveyed cite this as a way of securing projects.
“Interim management is a matter of trust. Companies need to be sure that an external manager not only possesses the necessary professional expertise, but can also familiarise themselves with existing structures and take on responsibility within a very short space of time. That is why personal recommendations and specialist recruitment consultancies will continue to play a key role in the future,” Schwill concluded.
Cobalt conducts its first independent study of the interim management market
With its 2026 Market and Career Trends Analysis, Cobalt is dedicating a standalone study to interim management for the first time. Among other things, the study examines the economic expectations, job satisfaction, project situation, remuneration and client acquisition channels of interim managers in the construction, property and financial sectors. The findings are intended to provide guidance to both companies and interim managers and to help them gain a more nuanced understanding of the opportunities and challenges associated with this employment model.
About the study
The “COBALT Market and Career Trend Analysis 2026 – Interim Management” is a standalone analysis within the Cobalt Market and Career Trend Analysis 2026. A total of 981 people from the construction, property and finance sectors took part in the overarching survey. This interim analysis examines, in particular, the professional situation, project durations and workload, daily rates, client acquisition channels and expectations regarding market developments. The full study is available via the following link:
