Managing Director & Partner; Global Leader of Carve-Out
Georg Keienburg is a core member of Boston Consulting Group’s Corporate Finance & Strategy practice, working primarily for industrial goods, consumer, and health care clients. He leads BCG’s carve-out & separation business and is the global topic lead for vendor due diligence.
Since joining the firm in 2012, Georg has supported corporate and private equity clients primarily on business plan and strategy developments, value-creation programs, divestments, and acquisitions. He helps clients transform their businesses by focusing on M&A and divestments.
His recent work at the firm includes large scale carve-outs in the health care, consumer, airline, and automotive industries; vendor due diligences; strategy; and equity story developments. He has also worked on several buy-side efforts for corporate and private equity clients.
By applying the lessons learned from success stories, companies can use M&A and other transactions to accelerate their environmental transformations.
Many acquirers are generating short- and long-term returns from environmentally focused M&A, but others are struggling to succeed.
Environmentally focused M&A activity has heated up over the past few years, intensifying competition and driving up prices.
Corporate and financial acquirers are pursuing M&A targets more cautiously, but they have not closed shop.
Acquirers need robust due diligence to inform valuations, negotiations, and operational decisions. Six imperatives guide the effort.
Many companies are eyeing divestitures in the current environment. Are they likely to create value? What is the best path to success?
2021 has been a big year for trade sales, IPOs, and spinoffs. What are the motivations, costs, and success factors?
By following four imperatives, companies can ensure that a breakup doesn’t break the bank.
Companies are increasingly turning to innovative approaches to corporate collaboration to meet the challenges of the current crisis and adapt to disruptive megatrends.
By taking three actions, companies can shave off about 40% of the time it takes to close a deal while maximizing value creation.
Dealmakers should prepare for a slower clearance process in the near term and expanded regulatory scrutiny over the long term.