{"id":62040,"date":"2025-08-04T14:33:08","date_gmt":"2025-08-04T12:33:08","guid":{"rendered":"https:\/\/mf.ag\/?p=62040"},"modified":"2025-08-04T14:58:28","modified_gmt":"2025-08-04T12:58:28","slug":"china-is-a-marathon-not-a-sprint-an-interview-with-thaddaus-muller-managing-partner-of-fes-partners-and-valtus-alliance-partner-in-china","status":"publish","type":"post","link":"https:\/\/mf.ag\/en\/articles\/china-is-a-marathon-not-a-sprint-an-interview-with-thaddaus-muller-managing-partner-of-fes-partners-and-valtus-alliance-partner-in-china\/","title":{"rendered":"“China is a marathon, not a sprint” \u2013 An Interview with Thadd\u00e4us M\u00fcller, Managing Partner of FES Partners and Valtus Alliance Partner in China"},"content":{"rendered":"\n

From Munich to Ho Chi Minh City \u2013 with over 20 years of experience across Asia, Thadd\u00e4us M\u00fcller<\/a> has seen the rapid transformation of China\u2019s business landscape from the inside. As Managing Partner and shareholder of FES Partners<\/a> \u2013 our Valtus Alliance<\/a> partner in China \u2013 he brings deep local knowledge, cross-cultural insight, and an unmatched network to every Executive Interim assignment in the region.<\/strong><\/p>\n\n\n\n

How would you describe the current state of the Executive Interim Management<\/a> market in China and APAC? Has demand increased in recent years, and if so, at what approximate annual growth rate?<\/h3>\n\n\n\n

“The Interim Management market in China is evolving dynamically, though it is in an early phase compared to more established markets. Demand is steadily increasing, particularly among foreign-invested companies, joint ventures, and fast-growing, innovation-driven firms. The annual growth rate is in the low double-digit range.<\/em><\/p>\n\n\n\n

A telling example is when our partner Dora Zhong, at an industry gathering of German and Chinese general managers in China, asked whether the participants were familiar with Interim Management or not. Almost all foreign managers raised their hands, while fewer than a handful of Chinese managers had even heard of it.<\/em><\/p>\n\n\n\n

In Southeast Asia, the market is more heterogeneous; Singapore and Malaysia are considered relatively mature, while countries like Vietnam and Indonesia are still in the early stages of development. Here, we are seeing annual growth rates of around 10 to 20 percent driven by internationalization, digitalization, and talent shortages.<\/em>“<\/p>\n\n\n\n

Which interim roles are currently in highest demand \u2013 for example, CEO, CFO, COO, CHRO \u2013 and has this changed over time?<\/h3>\n\n\n\n

“CFOs are currently in especially high demand, often to increase financial transparency, ensure compliance, or support M&A processes. COOs and procurement specialists are also frequently required to boost efficiency and optimize supply chains.<\/em><\/p>\n\n\n\n

In China, CHROs are gaining in relevance, particularly in the context of talent development and HR transformation. We are also seeing increasing demand for technology and digital transformation roles such as CTOs, CDOs, or project managers for digitalization initiatives. A clear trend is emerging: a shift away from generalist CEO roles toward specialized expert roles with highly targeted know-how. Often, our assignments require what feels like \u201cfinding a needle in a haystack,\u201d as both industry background and functional expertise need to match extremely niche requirements.”<\/em><\/p>\n\n\n\n

Which industries make the most use of Executive Interim Management services?<\/h3>\n\n\n\n

“In China, the automotive industry, mechanical engineering, environmental technology, and consumer goods companies are among the most active users. Assignments in these sectors often involve transformation, process optimization, or the introduction of new technologies.<\/em><\/p>\n\n\n\n

Technology and infrastructure companies also benefit significantly from Interim Management \u2013 especially during rapid growth phases, acquisitions, or post-merger integration activities. Our clients also include sourcing offices for all kinds of FMCG products purchased in China.”<\/em><\/p>\n\n\n\n

What are the most common challenges for which your clients bring in Interim Managers<\/a>?<\/h3>\n\n\n\n

“The number one reason is transformation \u2013 whether digital, structural, or cultural. Executive Interim Managers also play a crucial role in restructuring<\/a>, turnaround processes, and M&A<\/a> projects, particularly in post-merger integration. Beyond that, they help companies manage rapid growth, build new business areas, or \u2013 quite simply \u2013 step in during sudden and critical leadership need.<\/em><\/p>\n\n\n\n

In short: Interim Management offers the agility and expertise needed to respond quickly to complex challenges combined with the experience and language skills necessary to get up to speed in China.”<\/em><\/p>\n\n\n\n

\"Artikelinhalte\"<\/figure>\n\n\n\n

What expectations do your clients typically have regarding experience, availability, and flexibility of Interim Managers in your market?<\/h3>\n\n\n\n

“Clients expect seniority, industry-specific experience, and a clear track record of success. Local market understanding is especially valued \u2013 or alternatively, strong intercultural competence and the ability to communicate in Mandarin. Fast availability is almost always essential, often within days or a few weeks. Flexibility is a must and regarding assignment duration, scope of tasks, working methods, and integration into existing structures. Willingness to travel and cultural adaptability in China are also key criteria. Fortunately, China\u2019s infrastructure \u2013 with over 250 airports and more than 500 high-speed rail stations \u2013 now offers excellent travel conditions.”<\/em><\/p>\n\n\n\n

Given China\u2019s regulatory environment and focus on long-term employment, how open are Chinese companies to Interim Management, particularly at the leadership level?<\/h3>\n\n\n\n

“Openness among Chinese companies to interim solutions is still relatively limited \u2013 many continue to value loyalty and long-term commitment. Interim Managers can still be perceived as a sign of internal weakness. However, this is gradually changing: especially foreign-invested companies and modern Chinese firms in growth phases are increasingly recognizing the benefits of interim solutions for projects, transformations, or critical transitions. Cultural sensitivity is essential, particularly when it comes to hierarchies, relationship management, and preserving everyone\u2019s ‘face’. Moreover, Chinese managers are often not open to short-term contracts, such as six-month engagements. They still prefer the traditional three-year commitment. But with the growing availability of well-qualified Chinese interim talent, the model is likely to gain more traction among domestic firms.”<\/em><\/p>\n\n\n\n

There are also regulatory challenges:<\/strong><\/p>\n\n\n\n