How to Put a Price on Your Value as an Interim Manager

Few questions cause more anxiety than this one:

“What’s your day rate?”

Get it wrong, and you either leave money on the table — or lose the assignment.

Your rate isn’t just a number. It’s a signal of your value and professional positioning.

Too low, and you risk undermining your credibility. Too high, and you may be filtered out before you’ve had a chance to show the impact you can make.

There’s no universal formula — only context, judgment, and balance. Your rate should reflect your experience, the scope of the role, and the level of urgency and risk involved.

This guide helps you find that balance — using benchmarks, self-assessment, and practical principles — so you can price your work with clarity and confidence.

Get Some Benchmarks Before You Start

Before you talk numbers, do your homework.

Start with reliable data — for example, the INIMA European Interim Management Survey or national day rate studies, ideally those that exclude provider mark-ups.

Don’t stop at the averages: look at the range. Ask yourself:

“Where do I sit on this curve?”

That answer reveals a lot about your market position.

Some national surveys, like the IIM in the UK, also show average provider mark-ups, which can help you understand the full cost structure from a client’s perspective.

A simple rule of thumb, particularly useful for newer interims, is:

1% of the gross annual salary of your last permanent role ≈ your day rate.

It’s not a rule, but a helpful starting point.

Also review your own record. Think about which day rates you’ve already sold, in what contexts, whether they were direct or through providers, short or long contracts, and in which sectors. Your own history remains your most reliable benchmark.

Contract Duration

Shorter contracts usually justify higher day rates. They bring intensity, higher opportunity cost, and less security.

As a rule of thumb, six months is a sensible minimum. For shorter projects, increase your rate to reflect added risk and downtime between roles.

Fractional Assignments

A fractional role already carries an implicit discount — for example, four days a week means 20% less income unless you fill the fifth day elsewhere.

If the client focuses on cost rather than value, it might signal that the project isn’t truly urgent, or that your impact is being underestimated. In such cases, raise your rate to reflect flexibility and opportunity cost.

Complexity and Type of Assignment

Transition or transformation roles usually command higher rates than simple gap-fill assignments. Gap roles have less negotiation room — your value lies in fast integration and immediate impact. As a benchmark:

The lower price limit for a gap assignment is typically around 50% higher than the equivalent permanent manager’s pro-rated daily salary.

For example, if a permanent manager earns €100,000 per year, the comparable interim rate should start at around €680 per day (based on 210 billed days annually).

Expertise and Experience

Does the assignment require specialist knowledge, sector familiarity, or proven transformation experience? The greater the expertise, the higher the rate should be.

If you’ve successfully delivered similar projects before, that history is one of your strongest negotiation tools.

Client Context

If the company faces crisis or survival conditions, the load on the interim is higher — moral, physical, and emotional. That pressure should be reflected in your rate.

Also consider work-life balance and sustainability. Travel, intensity, and time away from home all carry a personal cost. The right rate ensures the role remains sustainable — professionally and personally.

Delegation and Authortity

When the board delegates responsibilities such as hiring and firing decisions, financial approvals, HSE compliance, or representation at board level, the interim effectively carries executive accountability. This transfer of authority increases both responsibility and risk, and should therefore be clearly defined and appropriately priced within the day rate.

Client ROI

What return will the client gain from hiring you?

If you can demonstrate measurable results — such as cost reductions, improved performance, or accelerated outcomes — you move the discussion from cost to value.

As one interim put it: “If your work saves the company €500,000 in six months, your value speaks for itself.”

Considerations During Negotiation

When it’s time to discuss your rate, confidence and clarity matter most.

Ask yourself:

“Do I believe I’m worth this rate?”

If you don’t, the client will sense it. Confidence in your own value is the foundation of a successful negotiation.

If an offer falls below your lower limit, pause. A rate that doesn’t reflect your value can affect both motivation and performance.

Sometimes the right decision is to walk away — not out of pride, but out of respect for your professionalism and sustainability.

Performance-related bonuses can work well when outcomes are measurable and within your control. Otherwise, they add risk without real reward and can become demotivating.

Negotiation isn’t about confrontation — it’s about alignment. The goal is to create an agreement that recognises both the client’s needs and your contribution.

Negotiation Tactics

If a client proposes a fractional role, it may be a sign of budget constraints rather than lack of confidence in you. Explore whether early milestones can generate visible value sooner — sometimes, early impact leads to a shift from part-time to full-time engagement.

For gap assignments, consider how you might evolve the role into a functional or transformational one. When you deliver measurable outcomes, both sides win.

Stay focused on the assignment at hand, not on promises of future work or extensions. Each engagement should stand on its own merit.

All expenses should be invoiced separately from the day rate to ensure transparency and proper financial control.

If both the client and provider press you to lower your rate, pause and ask:

“What value is the provider adding to this assignment?”

It’s always better to understand their mark-up before the assignment begins than to discover it later in the company’s accounts.

Above all, remember: your rate is not the only variable. The best negotiations create mutual respect, trust, and clarity.

Final Thought

Setting your day rate isn’t about finding a formula — it’s about balancing value and context.

Know your benchmarks. Understand your value.

When all sides feel the agreement is fair, that’s not just a good deal — it’s the foundation of a successful assignment.

Price with confidence, and walk away from anything that doesn’t respect your worth.