A case study with Bloody good period 

bloody good period: a closure case study with interim ceo stevie tyler  

When Bloody Good Period approached Interims for Impact in June 2025, they were looking for an Interim CEO to steady the organisation through a period of change. Bloody Good Period was a bold and important charity tackling menstrual inequity and stigma, and we were delighted to be asked to support them at such a critical point in their journey. There had been recent shifts at Board and staff level, including the departure of the founder Chair.

The ask was clear: maintain momentum, support the team, and provide continuity while a permanent CEO was recruited. Interims for Impact presented four candidates, and the Board appointed Stevie Tyler to step in as Interim CEO. As part of the Interims for Impact model, the placement included regular peer support for Stevie, as well as access to Chair check-ins and Board support.

Stevie began by understanding how the organisation was really operating. She reviewed the finances in detail, spoke to staff, and built a grounded view of the day-to-day reality. At first glance, the position appeared stretched but manageable. Reserves were tight, cash flow had been affected by unexpected costs, and some income streams were underperforming.

There was no senior leadership team in place, and staff confidence had been affected by a period of change. The team remained deeply committed to the mission, but was carrying a high level of pressure. With no leadership layer in place, decision-making and accountability were compressed into a single role. As the situation became more uncertain, this showed up in strained working relationships, strong and sometimes competing views about what should happen next, and a level of challenge that required careful and consistent leadership.

Stevie took on board the Treasurer’s concerns about the reliability of some of the financial projections. She worked through the numbers in detail, challenged the existing forecast, and commissioned an external financial deep dive to establish a reliable baseline. She also spoke directly with funders to understand what income was genuinely likely to land.

As that work progressed, a fuller and more current picture emerged. Some expected income was uncertain. Feedback from funders became increasingly concerning. Cost pressures were more structural than short-term. A change in the economy and loss of senior leadership meant that the trading arm was unable to deliver what it needed to. At the same time, the organisation’s shift towards campaigning and education was not aligning with funder expectations, which had a direct impact on income. Taken together, this created a level of financial risk that had not been fully visible before.

With that clarity, Stevie moved quickly. She rebuilt the financial forecast based on realistic assumptions, introduced tighter financial controls, and brought in additional financial expertise. Following this review, difficult – and often unpopular – decisions were made to reduce costs, including ending a number of freelance contracts that, while valued, could not be sustained within the available resources.

These decisions sat alongside an already stretched team and a strong emotional connection to the work. Stevie had to navigate challenge and disagreement while still acting at pace. She stayed close to funders and partners, testing assumptions and building relationships during a period of uncertainty. She also worked with the Board to explore restructuring options, including reintroducing a leadership layer to strengthen oversight and resilience.

As revised forecasts tightened and key funding decisions did not land as hoped, it became clear that the organisation could not continue safely. Stevie ensured the Board had a clear, current and evidence-based understanding of the position and supported them to take appropriate professional insolvency advice and act at the right time.

The organisation entered voluntary insolvency and closed. However, because of the work carried out during the interim period, the Board was able to act with clarity and confidence and meet its legal duties.

Bloody Good Period came to Interims for Impact for interim cover. What they gained was experienced leadership and clear thinking at a critical moment. Through Stevie’s work, the charity benefited from a rapid and detailed understanding of its true financial position, realistic forecasting based on tested assumptions, decisive and brave action to stabilise the situation as far as possible, direct engagement with funders at a critical time, and a controlled and legally compliant route through closure.

This is how Interims for Impact operates in practice: placing experienced leaders who do more than hold a role, who test assumptions quickly, establish the real position, and support Boards to make informed decisions when it matters most.

Stevie Tyler said: “Being Bloody Good Period’s Interim CEO during this period was hugely challenging and multifaceted. There was real pressure across the organisation, and not everyone agreed with the decisions being made. My focus was on establishing the reality quickly, supporting the Board to act on it, and managing the impact on people as best I could in a highly complex and fraught context.”

Former Bloody Good Period Chair Mel Gardner said: “At a time of real uncertainty and change for the organisation, Stevie brought much-needed clarity, focus and commitment. She took the time to properly understand the charity, engaged widely, and approached a complex and evolving situation with realism and care. Her ability to think clearly under pressure, alongside her commitment and willingness to step into a challenging situation, made a genuine difference at a critical point.”