Managing Director & Senior Partner
Jean-Werner de t’Serclaes joined Boston Consulting Group in September 1999. He worked in the Paris and Madrid offices of BCG before moving to Colombia in 2013 to open the firm’s local franchise. He returned to Paris in early 2019 and is a current member of the French management team in charge of business development. He leads BCG’s Financial Institutions practice for Western Europe, South America, and Africa, as well as the Fintech Control Tower.
Jean-Werner has deep experience in large digital transformations and turnaround programs for leading players in both Europe and South America.
Before joining the firm, Jean-Werner worked as an Analyst for Merrill Lynch in the area of principal investment activity. He is fluent in English, French, and Spanish, and also speaks some German and Portuguese.
After a steep decline in funding in 2022, insurtechs are transitioning from a growth-oriented mindset to one focused on conserving cash and achieving profitability.
Although private market funding for insurtechs hit a new high in 2021, valuations of public firms have underperformed vis-à-vis the general stock market.
2020 saw a rush to digitization throughout the industry. For insurtechs, a record amount of equity funding followed.
Familienunternehmen befinden sich in einem Spannungsfeld zwischen der Sicherung des langfristigen Unternehmenserfolges bei gleichzeitiger Bewahrung eines guten familiären Verhältnisses.
A look at the record-breaking year in InsurTech (emerging trends, innovative business models, and the most disruptive technologies) using a data-driven view of InsurTech globally through products, investments, and geographies.
Consumers increasingly expect their banks to approach them with helpful offers—without being intrusive. Welcome to the next digital challenge.
The last decade was a turbulent one for Latin America. But these elite companies still achieved above-average growth. Here are the secrets to the multilatinas’ success.
Retail banks that blend the best of the digital and physical worlds to reshape their distribution models, personalize their value propositions, and create end-to-end customer journeys can generate a 30% increase in net profit by 2020.
Consumer expectations, fueled by digital retail innovators, are disrupting retail banking. Banks must embrace the digital opportunity to improve the customer experience or risk becoming mere utilities.
Retail banks must develop digital capabilities that radically simplify their businesses while improving customer experience. This mandate for digital simplicity emerges from BCG’s report on global retail banking excellence.
How do leading banks achieve operational and digital excellence—and the financial rewards that excellence brings? How can other banks join them at the top?