We grasp the brief, get to the real issues and find the right individuals fast.

Our interim leaders and consultants have supported missions, mitigated risks and delivered impact across academic, commercial and investment‑backed environments — time and again.

Technology

Chief Digital and Information Officer (CDIO)

Organisation:
A boutique, multi-campus, research‑intensive UK university recognised for engineering excellence, with annual revenue of c.£280m.

Brief / Requirements:

Required a CDIO on a 3‑year term to lead technology strategy.
Mandate included defining a new Target Operating Model for services and team structure.
Close partnership required with the Vice‑Chancellor; role treated as permanent‑level.

Outcome:

Successfully appointed a candidate from the consulting sector with HE experience within 9-days of briefing.
Provided long‑term strategic clarity and a modernised operating model.
Strengthened alignment between digital strategy and institutional leadership.

Chief Information Security Officer (CISO)

Organisation:
A major UK land, property and seabed manager generating c.£1.1bn in annual revenue.

Brief / Requirements:

An urgent replacement for outgoing permanent CISO.
A need to stabilise operations following recent cyber breaches, to restore overall confidence within the institution, and to continue a programme of changes to mature the security function.
Required strong leadership across security teams and senior stakeholders.

Outcome:

Appointed within 10 days on a 9‑month FTC.
Provided essential stabilisation and strengthened organisational assurance.
Enabled continuity while permanent search progressed.

Chief Information Officer (CIO)

Organisation:
A major UK public research university with annual income of c.£315m with globally recognised contributions in computer sciences and AI.

Brief / Requirements:

Required an interim CIO following a vacancy created by the incumbent’s departure.
Significant restructuring and rightsizing of the technology function.
A strong emphasis on cyber resilience and motivating a team needing direction.

Outcome:

Recruited within 14 days on a 12‑month FTC.
Delivered organisational restructuring and enhanced cyber posture.
Converted to permanent after 9 months following an open‑market search.

Associate Director, Security

Organisation:
A top-40 UK research‑led university, with an annual budget of c.£315m, known for its strong academic profile across multiple disciplines.

Brief / Requirements:

Needed an interim cybersec / infosec specialist to respond to a recent external cyber‑threat audit.
The role would require strong engagement and partnerships across academics, professional services and external partners.
A challenging search due to niche skillset, appointed within 1–2 months of briefing.

Outcome:

Appointed on a 12‑month contract.
Rapidly improved risk visibility and strengthened cross‑organisation engagement.
Provided targeted remediation aligned to audit recommendations and strategic aims of the directorate.

Director of Digital Marketing

Organisation:
A UK university with annual revenue of c.£225m, focused on science, technology and enterprise with strong industry and business links across broad international partnerships.

Brief / Requirements:

An immediate requirement to support the Director of Marketing in strengthening the digital capability of the marketing function.
A focus on social media and digital tools to enhance brand presence and external engagement.
The role needed to formulate low‑cost, high‑impact approaches to support outreach and student recruitment.

Outcome:

Appointed on a 12‑month assignment.
Successfully delivered improved digital engagement and campaign structure.
Enhanced visibility and consistency across priority audiences.

Chief Information and Data Officer (CIDO)

Organisation:
A large UK research‑intensive university with c.£300m annual income.

Brief / Requirements:

Required an experienced CIO following the incumbent’s departure.
Leadership needed on departmental restructuring and a Target Operating Model review.
Supporting the COO on wider technology‑linked organisational priorities, the CIDO would lead the consolidation of technology and integration of campus systems as part of a wider digital and information transformation campaign.

Outcome:

Appointment completed within 3 weeks on a 12‑month FTC.
Successfully stabilised the function and delivered strategic progress.
Converted to permanent after 6 months due to strong impact.

Finance

Director of Tax and Treasury

Organisation:
A large, globally recognised UK university with annual income in excess of £2bn and a complex tax and governance landscape.

Brief / Requirements:

Required a 6‑month interim solution to stabilise the University’s tax and treasury function.
The interim would provide cover while the permanent post‑holder worked through an extended notice period, and the University went to market for the permanent replacement.
Searched for senior tax professionals from industry or practice able to operate at pace within a large, regulated environment.

Outcome:

Appointed on a 6‑month, day‑rate contract, bringing strong technical depth and HE interest.
Strengthened business as usual activity, and delivered several priority projects.
Supported a smooth transition, integration, and hand-over of the permanent hire.

Director of Group Reporting

Organisation:
A large, globally recognised UK university with annual income over £2bn and a demanding statutory reporting environment. Historic and global standing in science, culture and research.

Brief / Requirements:

Required an interim solution after disruptions across its group financial reporting.
An immediate priority to deliver year‑end statements and upcoming external audits with no transition time.
Needed a senior reporting specialist able to adapt at pace and manage governance complexity and stakeholder expectations.

Outcome:

Appointed on an initial 12‑month contract, bringing PLC/private‑sector reporting expertise and prior Russell Group experience.
Delivered year‑end accounts, stabilised reporting processes and led interactions with external auditors.
Extended for a further 12 months due to effectiveness while long‑term requirements were assessed.

Director of Commercial and Capital Finance

Organisation:
A leading UK Russell Group research‑intensive university, with over £2bn annual revenue with extensive R&S, incubator, commercial spin out investments and a significant estates & capital development programme.

Brief / Requirements:

Required a six‑month interim solution following the departure of a key postholder.
Needed a senior finance leader of an ex‑CFO calibre, to evaluate and advise on major property development proposals.
A focus on due diligence across funding models, deal structures, cost of capital and strategic prioritisation.
Structured at four days per week to manage cost while retaining senior capability.

Outcome:

Appointed an experienced commercial finance leader with strong capital project insight.
Assignment extended to nine months, with potential for longer‑term advisory work.
Delivered robust due diligence and supported the incumbent CFO across broader commercial activity.

Chief Financial Officer

Organisation:
A large UK university with annual turnover of c.£300m, facing significant financial pressures driven by inflation and reduced international student intake.

Brief / Requirements:

Required an interim CFO after the departure of the substantive postholder.
Needed a senior leader to conduct a wholesale review of financial sustainability.
Focus on new revenue opportunities, asset utilisation and operational restructuring.
Intended to stabilise the environment ahead of a permanent appointment.

Outcome:

Appointed an experienced industry CFO with prior interim experience across three UK universities.
Joined on a 12‑month FTC, providing continuity while the permanent search commenced.
Delivered a comprehensive financial review, identified income opportunities and supported transition to the incoming long‑term CFO (also appointed by McLean).

Chief Financial Officer

Organisation:
A government‑funded agritech innovation body formed through the merger of three organisations, operating nationally across research and commercial innovation.

Brief / Requirements:

Required an interim CFO to build the financial structure for the newly merged entity.
Needed leadership of 12–36 month funding applications, and establishment of policy and governance frameworks.
Role critical to enabling the CEO to lead with clarity around financial planning and sustainability.

Outcome:

Appointed an experienced CFO on a nine‑month day‑rate assignment.
Established core financial processes, governance and medium‑term funding submissions.
Created a stable platform enabling a longer‑term FC/FD appointment aligned to size and structure.

Head of Financial Planning & Modeling

Organisation:
A globally renowned UK university with annual income exceeding £2bn and a diverse operational and commercial portfolio.

Brief / Requirements:

Newly created 12‑month role requiring strong FP&A and analytical capability.
Needed to develop a 10‑year financial model operating outside BAU, assessing costs, revenues and long‑term affordability.
Required evaluation of additional revenue models across spin‑outs, assets and IP.
Supported wider reviews of the target operating model across academic and professional services areas.

Outcome:

Appointed an industry and Big Four‑trained Director of FP&A.
Built a comprehensive long‑term financial model and strengthened planning discipline.
Provided data‑driven insight to strategic reviews and enhanced forward financial decision‑making.

Change and Transformation

Cyber Programme Lead

Organisation:
A large UK university with annual income of c.£300m and a complex digital, research and data‑security environment.

Brief / Requirements:

Following an external cyber‑security review, the University needed ownership and delivery of a set of critical remediation initiatives.
Required a 9–12 month programme lead to work alongside the CIO, providing focus outside BAU.
Sought a senior cyber specialist with strong implementation experience across audit, compliance and remediation.
Needed the ability to work with professional services, academic departments and the Vice‑Chancellor given the strategic importance of cyber resilience.

Outcome:

Appointed an experienced Head of Cyber / CISO on a 12‑month FTC.
Established programme structure, prioritised actions and led implementation across key risk areas.
Provided ongoing assurance to senior leadership, strengthening the institution’s cyber posture.

Programme Manager (Target Operating Model, Estates)

Organisation:
A major UK research‑intensive university with a c.600‑person estates workforce and a significant capital and operational portfolio.

Brief / Requirements:

Required a programme manager to evaluate the target operating model (TOM) for the estates directorate.
Needed TOM expertise within complex corporate‑function environments.
Required integration with internal programme/change teams and specialist technical leaders.
Sought someone who could manage organisational complexity, stakeholder alignment and the shift from design into implementation.

Outcome:

Appointed an ex‑management consultant with TOM experience in a major real‑estate organisation.
Joined on an initial 12‑month (outside IR35) contract.
Extended by six months as the programme moved into early implementation.
Strengthened programme structure, governance and delivery readiness.

Head of Transformation (Student Systems)

Organisation:
A large UK university, with complex student‑facing operations and ongoing investment in digital and service transformation.

Brief / Requirements:

Following the arrival of a new departmental COO, the University initiated a review of student systems and services.
Required a programme manager to coordinate multiple workstreams across project support, professional services and academic teams.
Needed strong governance discipline and the ability to deliver against challenging timelines.

Outcome:

Appointed a programme manager previously engaged through McLean with an excellent reputation for delivery.
Joined on an initial six‑month contract.
Extended twice, supporting the programme through to successful completion.

Programme Director

Organisation:
A UK university delivering a set of major technology upgrades and estates‑related programmes, aligned to operational and strategic priorities.

Brief / Requirements:

Required a programme director to support the COO across multiple technology and estates workstreams.
Needed HE governance familiarity, particularly around gateway decisions and programme cadence.
Required strong programme‑management capability, with a technology and systems bias.
Role required consistent on‑site presence in the North East.

Outcome:

Appointed an experienced programme leader based in Sheffield, with recent London contracting experience and strong sector transferability.
Joined on an initial six‑month contract.
Delivered key outputs while a new Director of Estates was recruited.
Ensured smooth transition of longer‑term work into the permanent structure.

Transformation Director (Finance Transformation Programme)

Organisation:
A globally renowned UK university, with income over £2bn and preparing for a major finance transformation, leading to a full ERP implementation.

Brief / Requirements:

Required a Transformation Director, to lead the Finance Transformation Programme (FTP) through business‑case development and approval stages.
Needed FD‑level capability with significant transformation and ERP implementation experience.
Required work with SMEs and senior leadership to shape and secure gateway approval.
Needed credibility to challenge assumptions, within a complex governance environment.

Outcome:

Appointed a private‑sector Finance Director, with prior leadership of the discovery and business‑case phase, for a multinational ERP rollout.
Joined on an initial 12‑month day‑rate contract.
Extended three times due to programme scale and the challenges of securing outline business‑case approval.
Strengthened governance, direction and delivery readiness.

Change Manager (Communications)

Organisation:
A major Russell Group university, with annual income of £1.38bn and a large multi‑faculty structure across several central London campuses.

Brief / Requirements:

Required a change manager to lead communications and stakeholder engagement within a major transformation programme.
Role focused on coordinating communications across in‑person and digital channels, and running sprint cycles to maintain programme tempo.
Needed someone experienced in complex, governance‑driven environments, with strong training‑plan delivery and engagement skills.
HE experience was not essential.

Outcome:

Appointed an experienced interim change professional, from a corporate/consulting background.
Joined on an initial 6‑month contract, integrated with the wider programme team.
Extended to 12 months to ensure continuity across key programme phases.

Property

Director of Estates

Organisation:
A large UK university with a multi‑site estate, significant capital activity and a broad FM portfolio.

Brief / Requirements:

Required a 12‑month estates leader to stabilise the function after the long‑serving Director’s departure.
Needed oversight of capital projects, FM contracts and organisational restructuring during a period of substantial change.
The client sought a leader with strong real‑estate advisory and FM experience.

Outcome:

Appointment of a senior estates professional, with a strong facilities management and advisory background.
Stabilised the team, restructured operations and improved contract oversight.
Converted to permanent at the end of the 12‑month FTC due to strong impact on the organisation.

Programme Director (Regeneration & Strategic Property)

Organisation:
A major UK municipal body with extensive corporate assets and multiple regeneration opportunities across London.

Brief / Requirements:

Required a 24‑month Programme Director to lead a specialist regeneration team.
Needed someone with experience working across complex development projects, with public/private interest.
Delivered a full executive search due to seniority, role complexity and tenure of the role.

Outcome:

Appointed a highly experienced management consultant with 10–15 years of public‑sector regeneration experience.
Led the assessment of major regeneration opportunities and strengthened programme structure.
Provided strategic direction and continuity over the 24‑month term.

Director of Estate Operations

Organisation:
A major UK university with a c.£320m annual revenue, and a large, complex operating estate and c.500 in‑house FM and operational staff.

Brief / Requirements:

The University needed a senior estates operations leader, to work alongside the Director of Estates Strategy, to enable a restructure of the functions operating model.
Required oversight across FM, capital delivery and major outsourced service procurements.
Required experience in highly governed, complex public‑sector environments.

Outcome:

Appointed an estates leader with a strong background in government and public sector consulting on a 12‑month day‑rate contract.
The interim stabilised operations, restructured the estates teams and led multiple procurement exercises.
Contract extended three times, providing continuity across 2 years of directorate transition.

Programme Director (Building Compliance)

Organisation:
A major UK university with a large and complex heritage estate, requiring significant compliance and safety oversight.

Brief / Requirements:

Commissioned to lead a major compliance programme following a university‑wide audit.
Required strong leadership, PMO capability and understanding of building compliance across complex portfolios.
The Interim subsequently needed to assemble and lead a specialist team, including the hiring and onboarding via McLean of three programme managers.

Outcome:

Appointed a senior programme leader with extensive public‑sector built‑environment experience.
Established programme structure and led building‑compliance delivery across the estate.
Joined on a 6‑month day‑rate contract; extended four times, delivering c.2.5 years of leadership.

Commercial Director

Organisation:
A large UK university with a £320m annual income, with significant commercial potential across property, hospitality, leisure and campus assets.

Brief / Requirements:

An immediate requirement for a senior commercial leader to work closely with the Chief Financial Officer and Vice‑Chancellor.
A core focus on identifying new revenue streams across property, partnerships, joint ventures and campus utilisation.
The interim search targeted candidates with a blend of HE, consulting, service‑provider and innovation‑ecosystem experience with strong focus on revenue generation.

Outcome:

The appointment of an experienced commercial consultant with strong transferable skills.
Delivered significant uplift in commercial value, especially across property and asset strategy.
Joined on a long‑term fixed term contract and later converted to the permanent position.

Director of Capital Projects

Organisation:
A Top 20 UK university with an annual revenue exceeding £300m, delivering several critical capital schemes during a period of leadership instability.

Brief / Requirements:

An immediate requirement for a senior capital‑projects leader, on a 12‑month contract to support the Director of Property.
The University needed added capacity for the oversight of key projects to ensure practical completion, cost control and effective operational handover to time and budget.
An interim search focused on candidates with prior university sector experience.

Outcome:

The appointment of an experienced capital‑projects professional, previously holding a larger leadership role, with a blend of HE and Public sector experience.
The interim greatly improved project visibility, strengthened overall governance, and stabilised delivery.
Joined on a 9‑month FTC, supporting transition to a permanent hire.

Professional Services (Other)

Head of People and OD

Organisation:
A £1.1bn leading UK research university renowned for pioneering discoveries, global impact, and a vibrant academic community at the heart of a major northern city.

Brief / Requirements:

Required a Divisional HR and organisational design leader following the departure of the incumbent.
The interim would implement the University’s strategic initiatives to transition to a new People and organisational design model, setting up the function, whilst the University went to market for the permanent hire.
Extensive partnerships and collaboration across the University’s largest division; Science & Engineering.

Outcome:

Successfully appointed a candidate from outside of the HE sector, with change and transformation experience, and Chief Officer-level experience, within 12-days of briefing.
A 6-month placement building strong links amid a transition to a modernised HR operating model.
Strengthened alignment between the division, its SLT, and the broader University.

Sanctions and Compliance Consultant

Organisation:
A Russel Group University with an annual revenue of over £2bn, globally renowned as a centre of learning and research, with extensive R&S, incubator, and commercial spin out investments.

Brief / Requirements:

An immediate requirement to procure a pan-sector specialist consultant in sanctions compliance, export controls, and assurance
A mandate to conduct a deep dive investigation and collaboration with University departments and SMEs to identify capabilities, gaps, and risks in it compliance and assurance functions
A university-wide collaboration, encompassing academic and commercial entities, requiring an individual with broad sector exposure and compliance experience in highly-regulated environments.

Outcome:

The successful appointment of an investigations & compliance specialist with global industry experience including Government, Energy, Defence Manufacturing, and Retail, appointed within 3-weeks of briefing.
A 9-month placement auditing the University’s capabilities and devising a transformation roadmap to combine fragmented capabilities into a centralised resource.
Secured the foundations for a permanent Assurance-hire to implement changes and transform the function.

Director of Research and Innovation

Organisation:
A £370m annual revenue university with strong industry links, and internationally-recognised excellence in areas such as sport, engineering, business, and research.

Brief / Requirements:

A requirement for an immediate interim specialist, to assume responsibility for the University’s Research & Innovation professional services division.
The interim would correlate and manage the University’s imminent submission to the UKRI Research Excellence Framework (REF) 2023.
A critical role to ensure the University maximised its public standing in research, enabling better academic attraction and research funding.

Outcome:

Appointment of a seasoned, market-leading life sciences Research and Innovation professional on a 6-month interim contract.
Quickly established key quality controls, academic collaborations and ultimately a successful REF2023 submission raising the University’s profile and standing in the sector.
Set the way for the permanent appointment to begin implementing stronger processes, controls, and partnerships for REF2029.

Director of International Student Recruitment

Organisation:
£320m annual income university excelling in electrical engineering, science and technology, with multiple international campuses in the UKEMEA and APAC regions.

Brief / Requirements:

A critical need to review existing international student recruitment operations & strategy, and implement immediate controls to boost numbers in challenging market conditions.
The interim would rapidly rally the international function, drive existing international agency relations and arrest a decline in numbers.
An emphasis on making tangible changes within the first 4-months ahead of the University’s next intake.

Outcome:

An international student recruitment specialist with extensive experience in HEIs and private sector education organisations.
A U-turn in declining numbers and an increase in numbers following the first 6-months in post, transitioning into the permanent role within the first 9-months in post.
The candidate restructured the international recruitment function, adopting direct control over International Marketing, renegotiating existing, and establishing new agency relationships.

Director of International Marketing, Recruitment and Admissions

Organisation:
A £0.5bn annual revenue Russell Group university. Top 10 for research quality with over 20,000 students across 30 academic departments.

Brief / Requirements:

The University needed to regroup and adapt to the ways it recruited students, amid rapidly changing market conditions, and dwindling international recruitment numbers.
In a newly created role, the interim would span international partnerships, student recruitment, marketing, and admissions to implement aggressive outreach and marketing initiatives.
A restructure of professional services functions and a collaboration with academic departments.

Outcome:

The appointment of a short-term consultant, who arrested a fall in recruitment numbers and restructured its outreach marketing strategy, whilst engaging with University academics to realise new international partnership opportunities with overseas campuses.
A 12-month placement implementing immediate changes and creating the foundation for longer term international works to be delivered by a permanent hire.
Restructured and re-invigorated passive recruitment practices, and strengthened links between recruitment and marketing divisions.

Rewards Director

Organisation:
A £370m annual revenue university with strong industry links, and internationally recognised excellence in areas such as sport, engineering, business, and research.

Brief / Requirements:

A requirement to conduct a wholesale review of the University’s reward and benefits, for academic and professional services staff.
The interim would conduct a comprehensive review of remuneration packages, and design a new suite of flexible and softer benefits products, to set the University apart from other HEIs.
A short-term, deep-dive remit with no permanent appointment.

Outcome:

A multi-sector rewards and remuneration specialist was appointed across a 3-month period.
Following stakeholder engagement, a new remodelled suite of benefits was created offering benefits in addition to the traditional Higher Education Remuneration components.
An increase in academic and professional services staff retention and recruitment.