Managing Director & Senior Partner; Global Co-Leader, Center for CFO Excellence
Alexander Roos is the global leader of Boston Consulting Group’s Center for CFO Excellence and a member of the Industrial Goods practice.
Since joining BCG in 1998, Alexander’s client work has included global corporations—as well as international private-equity investors and sovereign wealth funds—covering a wide range of industries.
Alexander has extensive experience supporting global portfolio and strategy reviews, developing and implementing acquisition strategies and divestiture programs, structuring and managing turnaround processes and performance improvements, and organizing investor management and capital market studies.
Prior to joining BCG, Alexander held positions in consulting, financial advisory services, and corporate controlling in Europe and North America.
The mandate for finance is evolving from simple bookkeeping to serving as a trusted business partner. To succeed, CFOs must develop their current workforce and recruit talent from new sources.
Our 25-year retrospective finds that long-term value creators excel by driving growth through innovation, differentiation, and self-disruption.
BCG’s Alexander Roos explores how leaders who assess precisely where their companies stand today—financially, operationally, and within their market context—position themselves to make the right moves and emerge stronger tomorrow.
Companies can gain breathing room to operate under stressful conditions; withstand the scrutiny of shareholders, creditors, and regulators; and pursue market opportunities.
Corporate leaders have a pivotal role in bridging the divide between institutional sustainability commitments and day-to-day investing practices.
Companies can use the disruptive power of gender diversity to elevate innovation, resilience, and financial performance to new levels.
Sustainability has become inseparable from financial success, making finance leaders key players. Only they can hardwire this new priority into steering and performance management.
Professionals and academics must do more to establish enabling relationships, technologies, ways of working, and competencies.
Reversals in total shareholder return (TSR) performance since the start of the year have hit innovation-driven industry sectors such as technology, medical technology, financial infrastructure, and green energy especially hard.
A CFO must set unique near-term ambitions that are bold enough to motivate employees to achieve their full potential.
Contrary to what skeptics believe, it’s not necessary to go all in when applying agile methods. A selective approach can promote efficiency and effectiveness.