Standing in the high-ceilinged reception of the Institute of Directors is a grinning Tony Martin. He’s tall, fit-looking, smart but casually dressed, and bounds towards me with his usual fizz of energy. I’ve interviewed thousands of change leaders and have known Tony for almost 20 years. He’s a living example of what makes a great interim: a proactive engager of people, always with an informed view and bags of energy. Becoming an interim in 2008 was for Tony a deliberate and purposeful career move after a 25-year corporate career, mainly with Diageo.

Your career in numbers? 18 years an interim, on my 13th assignment, 18 years at Diageo. 6 months off. I’ve worked an average of 230 days per year on interim assignments.

What’s the first thing you do on assignment? One of my first actions is to find the rich seam of informal networks and influence. I nurture these networks, people who want to make a difference, whilst managing the dream stealers. Through this networking I spread and share learning quickly across the whole organisation.

What about first impressions? Credibility is important – if you lose it, you might not get it back.

What about textbooks? As an intuitive change agent, you don’t get ‘by the book’ – I’ll synthesise what is best for the organisation.

Clarify or simplify? I think demands to clarify and simplify simultaneously are conflicting: the reality is somewhere in the middle.

What’s made you the interim you are today? Experience! And multi-faceted nous. You learn from many different companies and cultures.

What stops you from doing your job? Ego! I need to get CEOs and leaders drop their guard, which is far easier by building trust.

Truth to power? I build trustful relationships and get a lot done quickly. This way I’m able to get messages to land, sometimes when they are unpalatable.

What do past clients say? “What would Tony do?”

What are you on assignment to do? I can navigate people in management hierarchies and know the types: loud, ego, over-promotion, under-promotion. Just as important for me is making time to seek out “quiet common sense”. Above all I’m there to help people and I am rock solid in my confidence of doing so.

Tips for success? Be transparent about why you are there, the programme, the issues faced. Stay connected and joined up with teams rather than aloof and distant.

What’s the secret sauce? I tend to be generous of spirit. Positive but not a fantasist. I remain grounded.

Attributes of great interims? The ability to manage risk. Be really good at building relationships, and ‘F***ing amazing at something’.

How do you know what’s really going on? I’m a professional nosey parker, insatiably curious about how businesses work and how to improve them.

Bull in a crockery shop? Definitely not. People can see how I have their interests at heart, but that we have still got to get things done. I love an intellectual challenge and picking up a messed-up programme at any point.

Any career landmarks? Yes, in May I will have worked longer as an interim than I did at Diageo!

Why not just go fly fishing? I love the work, pitching and winning business and networking. I’m very competitive.