Updated 27 September 2026 · ChiefEU Guides

Career After Redundancy: A Practical Guide for Senior Executives

Redundancy at a senior level is a transition, and often an opening. For the first time in a long while, you have the space to choose what comes next. This guide covers how to take stock, use your notice or severance period well, and explore the options open to you, from a new role to independent advisory work.

Take stock before you decide

The first instinct is often to start applying for the next role immediately. A short pause is usually more productive. Give yourself time to decide what you want, not just what is available.

Consider three areas:

• Time: how long is your notice or garden-leave period, and when does your severance payment arrive? That window is your planning runway.
• Finances: in general terms, how long could you comfortably explore options before you need new income? A financial advisor can help you plan this properly.
• Priorities: what did you enjoy most in your career? What do you want more of, and less of? How much flexibility and independence do you want?

Write your answers down. They will guide every decision that follows.

Use your severance period well

A notice, garden-leave or severance period is valuable time. Used well, it lets you build your next step while you still have a stable base.

• Rest first: a week or two away from work helps you think more clearly.
• Reconnect: have coffee or calls with former colleagues, partners and industry peers. Listen to what they need.
• Test ideas: if advisory work interests you, try one small engagement or offer to support a founder you know.
• Build skills: fill a specific gap, such as pricing your services, writing proposals or understanding board governance.

Check your exit agreement and support

Before you take on any new work, read your exit or settlement agreement carefully. Two points matter most:

• Non-compete, non-solicitation and garden-leave clauses: these can limit who you work for, which clients or staff you approach and when you can start. Their enforceability and scope vary significantly between European countries. Review them with an employment lawyer in the relevant country.
• Outplacement and training support: many employers include a budget for career transition support at senior level. Ask HR whether your exit package includes support for training or outplacement, and whether it can be used for a program of your choice.

Raising these questions early, before you sign, gives you the most room to agree terms that fit your plans.

Your options after redundancy

Senior leaders have more choices than many realise. The main paths are:

A new permanent role

A familiar route with stability and scope. Executive search firms and your own network are the main channels.

Interim management

Full-time, time-limited roles, often to lead a change, fill a gap or run a turnaround. Interim work suits people who like intensity and clear mandates.

Fractional executive work

Serving as a part-time CFO, COO or commercial lead for one or more companies. Our guide to fractional executive roles in Europe explains how it works.

Independent advisory and consulting

Project-based advice, diagnostics and workshops for companies that need your expertise for a defined problem.

Advisory board seats

Ongoing guidance to founders and management teams, a few hours a month. See our guide on how to get an advisory board seat.

A portfolio career

Combining several of the above: for example, one fractional role, two advisory seats and occasional consulting projects. A portfolio spreads your income across clients and keeps your work varied.

Why advisory work suits senior leaders

Independent advisory work is a natural fit for people with senior experience:

• Your judgment is the product: companies pay for pattern recognition and decisions you have already made many times.
• Your network is your market: the people who know your work are also your most likely first clients.
• You set the terms: you choose your focus, your clients and how much you work.
• It combines well: advisory work sits easily alongside a board role, a fractional position or a job search.

It is also a business. You need a clear niche, a priced offer and a simple way to reach people. Our guide on how to become an independent advisor covers the full process.

Your first 30 days: practical steps

1. Week 1: rest, then write down your priorities, runway and the work you most enjoyed.
2. Week 1: review your exit agreement with a lawyer and ask HR about outplacement or training support.
3. Week 2: list 50 people in your network and choose the 15 you most want to speak with.
4. Week 2: draft a one-sentence description of the problem you want to solve and for whom.
5. Week 3: update your LinkedIn profile to reflect your new direction.
6. Week 3 and 4: hold at least ten conversations with contacts. Ask about their challenges.
7. Week 4: speak with an accountant about how self-employment, VAT and company setup work in your country, and decide which option to test first.

How to talk about your move on LinkedIn

Announce your next chapter with confidence. You do not need to explain the redundancy in detail. Focus on what you are doing next and who you want to help.

A simple post structure:

• Thank your former team: one or two lines on what you are proud of.
• State your new focus: "I am now working as an independent advisor, helping mid-sized manufacturers improve operational performance."
• Make an ask: "If you know a company working on this, I would welcome an introduction."

Update your headline to match, for example "Independent Advisor | Operations and Supply Chain | Manufacturing". A clear, forward-looking message invites conversations.

Frequently asked questions

Can I start consulting during my garden-leave period?

It depends on your exit agreement and local employment law. Garden-leave terms often restrict working for others during the notice period. Check with an employment lawyer before you take on paid work.

Can my outplacement budget pay for an advisory program?

Sometimes. Ask HR whether your exit package includes support for training or outplacement and whether you can choose the provider. Agreeing this before you sign gives you the most flexibility.

Should I look for a new job or go independent?

You do not have to choose immediately. Many senior leaders test advisory work while speaking with executive search firms, then decide based on what they enjoy and what gains traction.

How do I explain redundancy to potential clients?

Keep it brief and forward-looking. Clients care about the problem you solve and the results you have delivered. A simple line such as "my role was part of a restructuring, and I am now advising companies on…" is enough.