Integrated interim
The Hidden Inefficiency of Hiring Two Firms (And How RCK Solves It)
Hire a strategy firm and a staffing firm separately and you inherit the gap between them. RCK puts PMI strategy and interim leadership under one accountability structure.
The gap
The coordination gap nobody prices in
The standard play is to hire two firms: one to design the transformation and one to supply the interim leaders who run it. On paper the roles are clean. In practice you have just created a seam, and value leaks through seams.
The strategy firm hands over a plan the interim leader did not help write. The interim leader inherits targets they did not set. When something slips, each can point at the other, and you are left holding the coordination cost that neither firm owns. The gap between the two firms becomes your problem.
What integration removes
The hand-off
Strategy and execution sit in the same room under the same partner, so nothing is lost in translation between firms.
The blame gap
One firm owns both the plan and the people running it. There is no seam to point at when a target moves.
The second procurement
You do not run a separate search, contract and onboarding for interim leadership. It comes deployed and pre-aligned.
How the interim side moves
Identification
A pre-vetted interim leader from our bench, matched to your situation and the transformation plan.
Deployment
In seat and operating, already aligned to the milestones the same firm is accountable for.
One accountability
Strategy and execution report into one partner, on one commercial model.
See alsoInterim Leadership
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One firm, one contract
Get PMI strategy and interim leadership from one team.
One accountability structure from diligence to value realisation. No seam to manage.