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Landing an Interim Head of Fundraising Role — and Doing It Well

Interim leadership isn’t a consolation prize. It’s where organisations go when they need stability, credibility, and forward motion—fast. If you’re stepping into an interim Head of Fundraising role, you’re not there to “hold the fort.” You’re there to steady it, fix what’s broken, and position it for the next phase.

That distinction matters.

What “Interim” Actually Means

Too many people misunderstand this.

An interim Head of Fundraising is:

  • A stabiliser during leadership transition
  • A decision-maker, not a caretaker
  • A short-term operator with long-term impact

You are not:

  • A placeholder
  • A passive observer
  • A “keep things ticking over” appointment

The organisation is effectively saying: we don’t have time to wait for the perfect permanent hire—we need someone credible now.

That’s your mandate.

How to Land an Interim Role

You don’t apply for these roles the same way you apply for permanent positions. Most aren’t even advertised.

1. Build a Reputation That Travels

Interim roles are awarded based on trust and track record, not potential.

You need:

  • Demonstrated leadership of fundraising teams
  • Evidence of lifting revenue or stabilising performance
  • Experience navigating complexity (boards, CEOs, crises)

If you haven’t done that yet, you’re not ready. Simple as that.

2. Be Known as Someone Who Can Walk Into Chaos

Organisations bring in interim leaders when things are:

  • Stalled
  • Underperforming
  • Politically messy
  • Mid-transformation

Position yourself as someone who:

  • Doesn’t need a six-month onboarding
  • Can diagnose quickly
  • Makes decisions without drama

That’s what gets you the call.

3. Leverage Networks, Not Job Boards

These roles move through:

  • Board members
  • Executive recruiters
  • Sector peers
  • Former clients

If your network isn’t producing opportunities, you need to fix that. Visibility matters:

  • Speak at sector events
  • Publish practical insights
  • Stay close to decision-makers

4. Be Structurally Ready

Interim roles often require:

  • Immediate availability (or close to it)
  • Contracting via your own entity or consultancy
  • Comfort with short-term ambiguity

If you need months to decide, the opportunity will pass you by.

What You’re Actually Responsible For

Once you’re in, the expectations are clear—even if they’re not always written down.

1. Stabilise Revenue

First priority: protect income.

That means:

  • Ensuring appeals go out
  • Keeping major donor relationships active
  • Preventing pipeline collapse

No one cares about your strategy if revenue drops on your watch.

2. Assess the Operation—Fast

Within weeks, you should understand:

  • What’s working
  • What’s broken
  • Where the risks are

This includes:

  • CRM integrity
  • Pipeline health
  • Team capability
  • Donor experience

You’re not writing a thesis—you’re forming a point of view quickly.

3. Make the Calls Others Avoided

Interim leaders are often brought in to:

  • Restructure teams
  • Reset expectations
  • Address underperformance
  • Challenge legacy thinking

Do it. That’s why you’re there.

4. Create a Clear Path Forward

Even if you’re only there 3–6 months, you must leave:

  • A defined fundraising plan
  • Clear priorities
  • Realistic targets
  • A structure the next leader can inherit

If the organisation is still confused when you leave, you’ve failed.

5. Manage Up—and Across

You’ll be dealing directly with:

  • The CEO
  • The Board
  • Peers across the organisation

You need to:

  • Communicate clearly
  • Set expectations early
  • Push back when needed

Interim doesn’t mean subordinate—it means trusted advisor with authority.

The Do’s

Do move quickly.
You don’t have the luxury of time.

Do focus on the essentials.
Revenue, relationships, team clarity—everything else is secondary.

Do bring objectivity.
You’re not embedded in the politics. Use that to your advantage.

Do document your thinking.
Leave behind clarity, not confusion.

Do build credibility early.
First impressions matter more in interim roles than anywhere else.

The Don’ts

Don’t try to please everyone.
You won’t. And if you try, you’ll achieve nothing.

Don’t over-engineer strategy.
This isn’t the time for a 60-page plan no one will read.

Don’t ignore cultural issues.
They are often the root of fundraising underperformance.

Don’t act like you’re temporary.
If you behave like a placeholder, that’s exactly how you’ll be treated.

Don’t leave a mess behind.
Your reputation depends on what the organisation looks like after you exit.

The Reality Check

Interim fundraising leadership is not for everyone.

It requires:

  • Confidence without arrogance
  • Speed without recklessness
  • Authority without tenure

You’re stepping into organisations at vulnerable moments. You don’t get a long runway, and you don’t get the benefit of the doubt.

But if you can do it well, you become the person organisations call when things matter most.

And that’s where the real opportunities sit.

A strong interim Head of Fundraising doesn’t just “fill a gap.”

They:

  • Restore momentum
  • Bring clarity
  • Leave the organisation in a stronger position than they found it

If that’s not the outcome, the appointment wasn’t worth making.

And frankly, neither were you.