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BCG’s Jason Guggenheim discusses major digital disruptions affecting travel today—and how companies can turn these disruptions into opportunities.

Jason Guggenheim is the regional practice area lead for Boston Consulting Group’s newly formed Travel, Transportation, Infrastructure, Cities & Logistics practice. He has led the firm’s travel and tourism business since the start of 2020, helping grow that business by 50%. He has extensive experience in most areas of travel, including cruise lines, hotels, airlines, car rental and travel technology (data, distribution, hotel systems). Jason is an expert with BCG TURN, as well as a core member of the Marketing, Sales & Pricing and Consumer practices.

Jason has also helped build the online distribution portfolio for a major airline and led the comprehensive turnaround, merger, and relaunch of a large carrier. He has helped set up an initial public offering for an online travel company, and aided development of long-term strategies and operational improvements for multiple airlines.

Jason has extensive experience in the cruise industry, where he has assisted clients in generating new pricing, merchandizing, and promotional strategies; redesigning their loyalty programs; and implementing rapid revenue-enhancement initiatives.

Jason first joined BCG in 2001, after practicing as an attorney for three years in Johannesburg, South Africa. In 2002, he worked in strategy and corporate development at Delta Air Lines, engaging closely with the CFO and executive team. In 2004, Jason joined a team that took on the restructuring of bankrupt energy provider Mirant Corporation. He returned to BCG in 2007.

AREAS OF EXPERTISE

EDUCATION


  • Law degree, Oliver Schreiner School of Law, University of the Witwatersrand
  • Bachelor’s degree, finance and economics, University of the Witwatersrand

Publications and Videos

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Can Rising Borrowing Costs Create Unexpected Opportunity for Hotels?

Uncertainty, inflationary fears, and elevated interest rates have a chilling effect on investment. But strong demand for rooms makes hotels one of the few sectors that enjoy pricing flexibility in a broader economic downturn.
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Steering Consumers to Greener Travel and Tourism Choices

Taking green mainstream is all about understanding consumers and how they make choices—and then creating and communicating sustainable alternatives.
Why Airlines Need to Nudge Behavior Not Just Hedge Fuel Costs Hero Rectangle

Why Airlines Need to Nudge Behavior, Not Just Hedge Fuel Costs

Saving fuel is everybody’s business, from dispatchers and pilots to cabin crews and passengers.
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Overcoming the Talent Shortage in the US Hotel Industry

Our survey shows that leaders have an opportunity to solve the industry’s labor challenges by accommodating changing worker priorities.
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The So What Podcast from BCG:
To Uncertainty and Beyond in the Travel Industry

In this episode of "The So What from BCG," Jason Guggenheim, BCG’s global leader of travel and tourism, explains how companies can sharpen their ability to sense shifts in demand.
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With Business Travel Up in the Air, What’s Next for Airlines?

For airlines, the whiplash could continue.
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COVID-19 Consumer Sentiment Snapshot #10: The Trip Back

COVID-19 has hit the travel and tourism industry hard, but consumers’ pent-up desire for leisure travel is powerful and promises better days ahead.
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The Post-COVID-19 Flight Plan for Airlines

A data-driven, action-oriented, and digitally supported approach will help airlines emerge stronger from the pandemic crisis.
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COVID-19 Impact on Travel & Tourism

Even as they’re fighting for their lives, they must look to the future by developing scenarios, seizing opportunities, and preparing for a new normal.
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How Digital Operations Put The World’s Oldest Airline In The Lead

KLM is using state-of-the-art technology to solve one of the industry’s thorniest dilemmas: dealing with operational tradeoffs.
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What Travel and Tourism Consumers Really Want—and Why

In a dynamic market with proliferating travel choices, companies must focus less on what they’re trying to sell and more on what customers hope to buy.
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Innovation in Travel Must Put the Traveler First

Travel companies that fail to innovate will be reduced to commodity providers of hotel rooms and airplane seats.
Deep Expertise, Broad Experience