Managing Director & Senior Partner
“A successful turnaround is a combination of survival and competitiveness. There can be no turnaround without strategy, and only BCG can offer the combination of turnaround expertise and industry expertise.”
Ralf Moldenhauer is a core member of the Corporate Development, Industrial Goods, Operations and Transform practices at Boston Consulting Group. He is an expert in helping clients deliver rapid, visible performance improvements in the short term, while positioning them to win in the future. His work in turnaround, restructuring, and recovery is focused on Central Europe, the Middle East, and Africa (CEMA), and he is a global leader for restructuring-specific expertise.
Since joining BCG in 2010, Ralf has focused his client work on turning around struggling and distressed companies. He has acquired deep experience in crisis prevention and management as well as refinancing.
Examples of his project work include providing turnaround support across industries, a complete turnaround of the third-largest German public hospital group—from the initial blueprint to final structure, and the restructuring of concepts for internationally operating medium-sized companies (known as German Mittelstand), with a focus on business models, cost excellence, and foreign operations. He has also helped clients achieve liquidity improvement, including liquidity planning, and has prepared insolvency solutions as an option for restructuring in Germany.
Prior to joining BCG, he was a partner with Roland Berger.
Die COVID-19-Krise war und ist für Wirtschaft , Gesellschaft und Politik eine besondere Herausforderung. Unternehmen sind gezwungen, sich mit außerordentlicher Geschwindigkeit zu verändern. Die BCG-Studie Comeback Kids 2021: Aus der Krise auf Kurs in die Zukunft untersucht, welche Unternehmen das erste Krisenjahr von April 2020 bis zum Juli 2021 besonders gut gemeistert haben und welche Strategien sie dabei verfolgt haben.
The Sixt Group’s head of strategy offers lessons from the 2008 crisis for businesses suffering in today’s COVID-19 slowdown.
Working capital optimization can be invaluable—building profits, reducing debt, and boosting corporate strength—whether in day-to-day operations or in the face of a downturn.
Faced with new competition in its home market, the Australian airline protected its turf by upgrading its fleet, launching new routes, and investing in digital to improve the customer experience.
Hit by regulatory changes and low public spending, the Spanish infrastructure company recovered by paying down debt, restructuring, and moving into high-growth countries.
When low oil prices brought on new rivals, the specialty petrochemicals manufacturer fought back by cutting costs and partnering with one of the world’s biggest oil companies.
Suffering from intense price competition, the Japanese chemical and flavorings company shifted away from commodity offerings and developed specialty products for new customers.
As demand for newsprint and bulk paper has fallen, Finland’s UPM has shifted to higher-growth products and new categories.
The parent company of Peugeot, Opel, and other European car brands rebounded after the financial crisis by trimming its portfolio and doubling down on digital.
As smartphones cut into camera sales and health care reform hurt the medical imaging business, Olympus restored itself by investing in markets where it was already strong.
In the latest transformation in Nokia’s 150-year history, the company, once a dominant player in mobile phones, rebuilt itself as a world leader in telecom infrastructure.