Interim Insights: Andrew Weir

Andrew Weir has had a diverse and distinguished career spanning financial services, technology leadership, and private equity. He began his career in financial services before rising to prominent roles, including Group CTO and Chief Scientist at HSBC. After a successful tenure in corporate leadership, Andrew transitioned to a career as an interim executive and advisor to private equity  funds.

He was a key member of the Portfolio Technology Team at Hg Capital, where he focused on driving technological value across the firm’s portfolio. Later, he joined the Value-Add team at Vitruvian Partners, further honing his expertise in the intersection of technology and business strategy within the PE landscape.

Since then, Andrew has operated as a freelance Technology Advisor, collaborating with several PE funds on technical due diligence With his vast experience in both corporate and PE environments, Andrew provides invaluable insights into the evolving role of technology in business and investment strategy.

Q: When and why did you decide to explore a career as an interim leader?

After spending a long time in traditional executive roles at large organizations like HSBC, where I was Group CTO and Chief Scientist, I decided it was time to change direction. I wanted more control over my schedule and the flexibility to choose when and who I worked with. This shift came around 7-8 years ago when I realized that I didn't want to pursue bigger, more senior roles but instead desired the fast-paced nature of smaller, technology-focused businesses. Becoming an interim leader allowed me to work in a variety of contexts and bring value without the traditional long-term commitments of a permanent role.

Q: Did you have a specific strategy when picking businesses or was it more about exploration?

Initially, I didn’t have a clear network in PE and wasn’t able to be selective. However, my path to PE started when I worked with a consultancy that specialized in technical due diligence for private equity firms. This allowed me to build relationships in the private equity world. After a year and a half of networking, I was eventually hired by Hg, where I worked for nearly four years, and my career in the sector took off from there.

Q: What advice would you give other executives considering an interim role?

Networking is critical. I kept a spreadsheet of over 100 people I reached out to over the course of my first year and a half. This included individuals I met through LinkedIn, recruitment agencies, and recommendations. I was initially surprised at how much interest there was in my past title; but I quickly learned that people were more interested in who I could connect them with. It’s a humbling experience but also an essential one. If you’re able to build strong relationships and deliver value in short engagements, opportunities will come from there.

Q: How important is networking outside of traditional recruiters?

While recruiters are essential, I didn’t do enough networking through events or communities. As an introvert, I didn’t seek out many in-person networking opportunities early on, but looking back, I realize this could have accelerated my progress. Once I began working with firms like Hg, I started receiving referrals from people who had worked with me previously. A strong reputation can lead to repeat business.

Q: What are the key differences between working as an interim leader versus a permanent executive, particularly in the private equity world?

The biggest difference is the intense focus on delivery in PE-backed businesses. If you can’t demonstrate clear value, your time will be short. This relentless focus on delivery and value can be demanding, but I enjoy it because it allows you to directly impact the business. In contrast, larger organizations often lack such clarity, and you may struggle to understand how your performance is being judged. As an interim, you're often given a well-defined mandate, so you know exactly what is expected and can align your actions accordingly.

Q: How do you see your role as an interim leader helping to set up a permanent successor for success?

As an interim, you need to balance the fine line between setting everything up too perfectly and leaving too much to be done. If you overprepare, you might restrict the new hire’s ability to implement their own vision. However, you can’t leave a chaotic mess for them either. I think it's key for the interim leader to be involved in the recruitment process for their successor. This allows you to give candid insights into the role, the challenges, and the reality of the situation, which helps ensure a smoother transition. A well-structured handover and honest feedback are crucial for the new leader’s success.

Q: In the private equity lifecycle, when do you think interim leaders are most valuable?

Interims can play key roles at various points in the PE investment cycle, from due diligence to post-investment value creation. One area where I’ve found interims particularly valuable is early in the lifecycle during the technical diligence phase. When a PE firm is considering an acquisition, an interim leader can assess the leadership and technical capabilities of the target company, and whether the existing team can handle the challenges ahead, or if a more drastic change is needed.

Then, after the deal is finalized, based on this analysis an interim leader can step in either to fill a gap or to manage a specific transformation project. The focus is on delivering quick wins, optimizing processes, and building a roadmap for the next three to five years. Interims can also be very valuable during exit preparation, ensuring that all systems are aligned and that the business is set up for a smooth transition and that the value added is clearly communicated to the buyer.

Q: What challenges do interims face when working with private equity firms and how can they overcome them?

The challenges are mostly around managing expectations. PE firms are typically very focused on delivery, and there’s little tolerance for inefficiency. As an interim, you need to be very clear about what you can deliver and in what timeframe. Transparency, communication, and setting clear expectations from the start are key. Also, working with PE firms requires the ability to align yourself with their objectives. It’s crucial to show that you’re there to add value, not just to oversee the status quo.

Q: What are the biggest challenges for PE-backed businesses in terms of technology leadership talent?

A: The main challenge is finding talented people who can deliver results in an increasingly complex tech landscape. There’s a limited pool of top talent, and competition for them is fierce, especially in markets like the US where salaries are higher. Another challenge is the current excitement around AI. While it’s clear that AI holds potential, its business value is still being proven. Companies are experimenting with it, and in the coming years, we'll see which AI applications have the most impact on business operations. The role of tech leadership is shifting — it’s becoming less about technical skills and more about using tools like AI to drive business value. Over time, leaders will need to focus on business outcomes rather than deep technical expertise.

Q: How do you see the future of technology leadership evolving?

A: In 10 years, I believe we’ll see fewer traditional tech leaders (like CTOs or CIOs) and more hybrid business leaders who understand both technology and business. Tech will become an integral part of how businesses run, much like how Software as a Service (SaaS) revolutionized business operations in the past. Tech leadership will be more about applying AI and data to business processes rather than managing infrastructure. Even tasks like software development will increasingly be handled by AI. This shift means the role of a traditional CIO or CTO will change significantly, with a greater focus on business outcomes.

Q: Why is it important for boards to focus more on tech talent, especially in the UK?

A: Many UK boards still don’t prioritize bringing in tech talent, which is a major oversight. In the US, tech has been a driving force behind economic success for decades, but UK businesses often fail to recognize the importance of having tech experts in leadership roles. This is particularly concerning because not having senior tech expertise at the top can put companies at a competitive disadvantage. While diversity initiatives are important, businesses should also prioritize having people with deep technological understanding on boards.

Q: What advice would you give to your younger self as you started in your first CIO or CTO role?

A: The most important advice is to truly understand the business. In many companies, your technology expertise is secondary unless it directly supports business goals like revenue generation or operational efficiency. When I made the most impact in my roles, it was when I understood how the business worked and connected with colleagues across departments like sales, marketing, and finance. Real tech leadership isn’t just about managing systems or infrastructure — it’s about using technology to drive value. Understanding the business context is crucial to making technology work for the company.

Communication is key. Many CEOs and board members struggle to understand technical jargon, which can lead to frustration and a lack of clarity around the value of tech initiatives. It’s vital for tech leaders to explain their work in business terms, not just technical details. Business leaders want to know how tech will impact revenue, customer satisfaction, or operational efficiency. Being able to communicate the business value of technology is just as important as understanding the technology itself.

Q: Do you have any final advice for aspiring tech leaders?

A: The most important thing is to ensure you’re in a role that allows you to be happy and succeed. Work takes up a significant portion of your life, so it’s important to be in an environment where you can thrive. Interim or fractional roles offer more flexibility to move on if a situation isn’t working out. The job market today, especially in tech, offers more opportunities and mobility than ever before. Don’t stay in a role that doesn’t motivate or challenge you.