Openings grow for interim executives.

For finance executives unhappy with their job and interested in trying something more independent, projects and interim assignments may be worth a serious look, says Ron Bair, managing director for Century Resources in Southern California.

Bair, whose firm competes with larger outfits such as Robert Half Management Resources and Resources Global, says more finance professionals have been leaving companies and major accounting firms in recent months--though the movement really started a decade or so ago, he says. People coming out of Fortune 500 companies and the Big Four firms "have a tool kit and a methodology that they can transfer to public and private companies" in interim management and as subject matter consulting experts, he says.

"It's really best for people that enjoy being practitioners, who enjoy the profession," Bair said in an interview. "It's an alternative career path, and allows them to increase their marketability, take on new roles and gain new areas of expertise."

People engaged by Century Resources "enjoy going from client to client. They don't like getting stuck in same cubicle," he adds. "It's not a matter of 'up or out,' like it can be at the accounting firms, and all the travel or the hours expectations--consultants have more flexibility."

One key to success in consulting and interim work is "flexibility of mind," Bair says. "You're going to be encountering different people every few months. You need to have a flexible mindset, and be able to work with different levels of management." On the other hand, Bair says, someone who likes to do the same things, and finds satisfaction from the routine of quarterly reporting, might be better in a corporate role.

He adds that there is greater acceptance among companies for taking on people in a wide range of roles, and not just at the top (CFO) or bottom (temp) rungs. Any more, the entire profession, including mid-level posts like professional accountant and accounting manager--even assistant controller--may be open to interim hiring.

"Many of the small public companies tend to have excellent people at the top--the CFO, for instance. Then, at the next level, it's more hit or miss," Bair says. "The VP of finance might not be quite up to speed, or they may not have a treasurer."

Bair sees the consulting side continuing to expand as finance people continue to transition away from the image of corporate bureaucrat and bean-counter and toward a more advisory role. And a good pedigree is helpful: "Where they come from does matter. Trust and credibility comes with that."