Interim Insights - David Westworth

After an established career in housing leadership, David Westworth recently stepped into the interim market, taking on his first assignment as Interim Assistant Director of Customer Support. We caught up with David to hear what prompted the move, how he approached his first interim role and what he has taken from the experience.

What led to your career as an interim?
I have more than 25 years’ experience in senior leadership roles within the housing sector working at an executive level leading large operational teams and helping the organisations achieve top regulatory ratings. It's now the right time in my career to move into the interim market so that I can bring my experience and skills to new challenges and contribute to a wider range of organisations in the housing sector.

What do you most enjoy about being an interim?
I enjoy finding new and better ways of working. Throughout my career, I have helped set up one of the first ALMOs, successful and innovative PFI projects, and London’s only resident-led Community Gateway Association. Interim work brings regular fresh challenges that require focused resolution and a willingness to get stuck in at both strategic and operational levels—exactly the kind of work that appeals to me.

What are the challenges you face as an interim?
The first challenge is understanding the brief and the required outcomes, so I am never afraid to ask questions. An interim should bring a broad skills set and relevant ability while staying focused on the task at hand.  Success depends on communicating well, building relationships quickly across an organisation and thinking on your feet when needed. Previous experience may help you secure the role, but flexibility and adaptability are essential to meeting its requirements. Most importantly never lose sight of the brief and what you are there to do.

What difference have you made in the organisations you have worked for?
In my most recent interim role, I joined an organisation during a period of change and upheaval. I provided leadership that maintained and improved performance, strengthened regulatory assurance and kept operational control while permanent recruitment was under way. The post replaced two existing leadership roles; over six months, I successfully embedded the new role within the structure and handed it over in a strong position once permanent recruitment was complete.

What makes a good interim in your eyes?
Experience and knowledge are essential. But for me you need passion. You need to be good with people - a mentor as well as a leader. You need to build trust and authenticity with colleagues and stakeholders quickly. Ensuring everyone performs at their best.