Managing Director & Senior Partner
Jeff Gell is Boston Consulting Group’s global head of M&A and post-merger integration, and he is a core member of the Corporate Strategy & Finance practice. Jeff is also the global leader for BCG’s consumer packaged goods and net revenue management work within the Consumer practice.
Since joining the firm in 1999, Jeff has advised clients in a broad range of consumer-facing industries, including food and beverage, household products, personal care, and consumer durables.
He primarily helps leading global consumer companies understand that tomorrow’s world will not be the same as today’s. Jeff helps them find pockets of potential growth and build the organizations and operating models needed to win in today’s environment across developing and developed markets.
Before joining BCG, Jeff worked as a research assistant at the National Bureau of Economic Research.
Many companies are eyeing divestitures in the current environment. Are they likely to create value? What is the best path to success?
M&A can play a major role in helping companies survive the crisis. Preparation, steady nerves, and a willingness to be bold are the keys to success.
Success requires careful preparation, thorough execution, and, especially, bold decision making in uncertain times.
Capital markets reward dealmakers who take the risk of pursuing acquisitions in a weak economy.
M&A dealmakers can take advantage of downturn opportunities to position their company for profitable growth during the recovery.
Market conditions are favorable for M&A. Expect a lot of deals, and expect most to destroy value—until companies learn how to turn the tide and create value.
Valuable insights are buried in brands’ vast troves of data. Here's how companies can use that data to go beyond pilots and achieve scale.
CIOs at CPG companies have a new responsibility: enabling revenue growth. A BCG-GMA survey shows that they have a long way to go to fulfill it.
For decades, makers of fast-moving consumer goods have outperformed companies in most other sectors. But as market conditions get tougher, they’ll need a three-part plan to create value.
These programs can deliver impressive savings, but the overriding goal should go beyond cost cuts to enable the company’s overall growth agenda.
Nondurables companies seeking to deliver returns to their shareholders need to get back to fundamentals—strong brand portfolios, core capabilities, and business systems that give them an edge.