enfr

talk
to us

New York
250 Park Avenue,
14th Floor New York City, NY 10177

Connecticut
22 Thorndal Circle,
3rd Floor Darien, CT 06820

Paris
23 rue du Mail
75002 Paris – France

info@beperpetual.com
Attributes of the t3 framework:
the right stuff

The "right stuff" is about ensuring the right people are in place and ready to deliver. They feel strongly that they are working with a group of people they respect and can get the job done. The foundation of any team are the people who comprise it. The needs of any team go far beyond ensuring they "can do" the job itself (competence) and extend to areas that allow the team, and its individual members, to work effectively together in delivering the desired outcomes.

These include, for example, possessing a growth mindset, allowing people to adapt more effectively to adversity and solve problems that lead to a breakthrough (‘can do’ attitude). Openness to other’s ideas (a true team player), grit and positivity are other examples of traits of people that are important on any team.

Simply put, members of the team "can do, can do".

clarity & alignment

People and teams are clear on what they need to do and why it is important. High-performing team feel strongly that the direction is clear, and line-of-sight exists between their work and that of the teams or organization on the whole.

There is clarity in the vision, mission and objectives of the team and clarity in how such objectives cascade down to each and every member within it.

Clarity is nothing without alignment, at least over the longer-term. People who know what to do can certainly deliver some good results, within their own sphere of influence; however, alignment is vital for sustained execution excellence. Alignment suggests that people are committed to their role and what they need to do to produce good results.

Simply put, members of the team "know what to do."

empowerment

Empowerment is all about ensuring people have the freedom, support, and tools to deliver on what is expected along with the systems and process to work effectively together.

The nature of the way organizations are designed and the likelihood that most are populated by human beings leads to a natural dysfunction that often is referred to as silo thinking or behavior. Left alone, silo behavior and potentially relational-based conflict WILL arise. This calls for organizations to install a ritual that ensure these are outlined, clarified, and negotiated so that people can work effectively together in driving value for their customers, and the business.

Additionally, we find many teams that have too many priorities that are crippling the team’s effectiveness and/or leading to burnout. Typically, ad hoc demands from the business may be the culprit, and without a priority reconciliation process, frustration emerges.

Simply put, members of the team are "allowed and enabled to".

belonging

Belonging suggests that people fit within your organizational context—they "belong" here and are connected to the organization.

Organizations cannot afford to have disengaged employees—and yet, many in the workforce report being actively disengaged. Others are passively disengagement manifesting in some form of "quiet quitting." This results in lost productivity and an unhappy workplace in general.

While there are many factors that may be at play here, the most important one is a sense of connection people have with their company, a belief that they (the company) are doing the right thing (beyond making money) and that they are operating in a way that is consistent with making a real contribution to society. For newer generations of workers this is of particular importance. It all starts with purpose and values.

Simply put, members of the team "believe it's right to do".

agile execution

Agile Execution is all about how the team works together to adapt to dynamic conditions. It is our belief that no initial plan will survive for very long, placing a burden on the team to pivot consistently in order to deliver upon their strategic outcomes.

In today’s VUCA world, planning is taking on new forms as organizations recognize that within weeks after initiating any plan, it can be rendered, at worst case, useless, or in best case, intentions remain on track but how one gets there changes rapidly. The environment is simply too dynamic to invest months preparing, planning, and budgeting for a reality that may not exist in six months.

In our view, get the strategic intent right, plan on how to get there, and instill agile execution rituals that allow the team to adapt to the realities of executing against the plan.

Simply put, members of the team "will do what it takes with integrity".

togetherness

A sense of togetherness results when the teams do the other five attributes well, leading to sustained high-performance and lots of enjoyment working with fellow colleagues. No matter how remote a team may operate, leaders need to work to secure this sense of "togetherness" and, ideally, bring people together every so often.

In such teams, not only do you have exemplary engagement and behaviors from all constituent members but that final piece of "social glue" -- individuals motivated also by the very company of their team colleagues. This is the zone where intra-relationships are defined by shared levels of high professional respect and, indeed, deep friendships.

Team members bearing this attribute scale even greater heights (sometimes literally!) because not only are they passionate about what they do (as built on all the preceding qualities) but it is this comradeship that sits at the very nexus of this passion. There is no place they would rather be than with the companionship of their comrades and, with this fellowship, a sense of collective invincibility. For such teams, there is a mindset of "anything together".

Simply put, members of the team "build a legacy".

talent

Why interim & fractional leadership roles are growing in 2026

back to all insights talent
Avatar photo

Huw Rothwell

The way organizations access leadership talent is changing.

For decades, the executive hiring model was simple: run a search process, identify a permanent leader and appoint someone expected to stay for years.

But across the consumer brands, luxury and lifestyle sectors we work with at Perpetual, that model is evolving quickly.

In 2026, interim and fractional leadership is no longer a niche solution used only in moments of crisis. It has become a strategic tool that private equity firms, boards and leadership teams are using to navigate transformation, accelerate growth, and access specialized expertise when it matters most.


Leadership is becoming more fluid

Many organizations are operating in VUCA environments defined by rapid change. Digital transformation, shifting consumer expectations, supply chain volatility, tariffs and AI-driven disruption mean companies often need leadership capabilities that are highly specialized and immediately impactful.

Waiting six months to hire a permanent executive is often simply too slow.

Interim and fractional leaders offer a different model. They provide senior expertise on demand – deployed quickly, with a clear mandate and measurable outcomes.

This shift is visible across multiple industries, particularly in the consumer brands, luxury and lifestyle sectors where brand transformation, global expansion, and operational optimization frequently require focused leadership interventions.


The rise of the portfolio executive

One of the most important drivers of this shift is on the supply side of the market.

Many of today’s most experienced executives are choosing portfolio careers rather than traditional full-time roles. After years leading global organizations, they increasingly prefer to work on a series of strategic mandates where they can deliver meaningful impact.

These leaders bring decades of experience, deep sector knowledge, the ability to move quickly within complex organizations, be lazer focused on delivering results and bring an external opinion to challenge group think.

For companies, this represents an extraordinary opportunity: access to battle-tested, world-class leadership talent without the structural commitment and cost of a permanent senior appointment.


Interim vs fractional leadership

While often discussed together, interim and fractional leadership serve different organizational needs.

Interim leadership typically involves a senior executive stepping into a full-time role for a defined period – often between three and twelve months. These assignments are common during leadership transitions, transformation programs, or post-acquisition integration.

Fractional leadership, by contrast, typically involves a senior executive operating on a part-time basis on an ongoing, undefined timeframe. A fractional CMO, CFO or CHRO may work with an organization one or two days per week or a fixed number of hours per month to provide strategic oversight, build internal capability and drive the business without the cost of a full-time hire .

Both models allow organizations to access senior expertise precisely when it is needed.


Why boards are increasingly deploying interim leaders

Across the organizations we support with executive, interim & fractional search several common scenarios are emerging where interim leadership plays a critical role:

Leadership transitions
Ensuring continuity when a senior executive departs and create space for a deliberate and thorough executive search process.

Transformation programs
Driving significant operational, commercial or transformational change initiatives.

M&A integration
Aligning leadership, strategy and integration following acquisitions.

Strategic capability gaps
Accessing expertise to build capability where the talent may not exist internally (or have the bandwidth to do it).

Scaling organizations
Supporting high-growth businesses as they professionalize and evolve leadership structures.

In each case, the value lies not only in the leader’s expertise but also in their ability to create momentum quickly.

High performing team


From gap-fillers to catalysts for change

The perception of interim leadership has evolved significantly.

Historically, interim leaders were often viewed as temporary placeholders. Today they are increasingly brought in to drive specific outcomes – whether stabilizing an organization during transition or accelerating strategic initiatives.

Because interim executives are typically hired with clear mandates and decision authority, they are able to focus intensely on delivering results within a defined timeframe.

This clarity often allows them to move faster than traditional leadership appointments.

Interim/Fractional


The role of trusted talent networks

As the interim and fractional leadership market grows, the role of trusted executive networks becomes more important.

Unlike traditional hiring processes, interim assignments often move quickly. Organizations need access to leaders who are not only experienced, but also trusted, highly regarded, referenced, and ready to step into complex situations.

At Perpetual, our approach focuses on deep sector expertise and a curated bespoke network of senior executives across the global consumer brand, luxury & life style industries.

These leaders are not simply available talent – they are individuals with proven experience and are highly capable of navigating the specific challenges facing brands, investors, and leadership teams today.


Leadership for critical moments

The increasing adoption of interim and fractional leadership reflects a broader shift in how organizations think about talent.

Rather than building rigid leadership structures designed to last for years, companies are beginning to design more flexible leadership models that adapt to moments of transformation.

In that environment, the ability to access the right leadership expertise quickly becomes a competitive advantage.

For organizations facing transition, growth, or transformation, interim and fractional leaders provide something uniquely valuable: immediate capability, clear focus, and the experience required to deliver impact when it matters most.


Considering interim or fractional leadership?

If your organization is navigating leadership transition, transformation, or accelerated growth, the right interim or fractional executive can provide immediate expertise and momentum.

Perpetual works with companies across consumer brands, luxury and lifestyle sectors to identify experienced leaders who can deliver impact from day one.

Speak with the Perpetual Interim Practice to explore how interim or fractional leadership could support your organization’s next phase.

Book a conversation with us

See more insights
insights by Perpetual, talent

What I learned at Expo West 2026: trends, talent, and connections

If you want a real-time snapshot of where food, health, and consumer expectations are heading, spend a few days walking the floor at Expo West. Walking into Expo West this year felt like stepping into the epicenter of the food...

insights by Perpetual, talent

Beauty insights: “Grab the popcorn, 2026 will be off the charts”

by Sophie K/vella, Senior Director at Perpetual Beauty has always been my first business language, and it shows no sign of stopping. I thoroughly enjoy walking into a Sephora or an Ulta and taking it all in: the new launches,...

talent

why executive coaching matters now more than ever

At Perpetual, we work with leaders at moments of inflection — stepping into a new role, taking on increased scope, or navigating rapid organizational change. These transitions are powerful opportunities to grow, but they also introduce risk. The difference often...

insights by Perpetual, talent

From brand marketing to executive search

Good morning, Traci. Thank you for taking the time to speak with us today. Your background in brand marketing and executive search is quite impressive. Could you tell us a bit about your journey from brand marketing leadership to becoming...