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For over 15 years, Sebastian Stange has been a core member of Boston Consulting Group's Corporate Finance & Strategy practice. He is senior expert for corporate strategy and CFO excellence, and leads the firm’s work in strategic planning in Europe, the Middle East, and South America (EMESA). He supports clients and projects globally in many industries.

Within corporate strategy, Sebastian has a particular interest in group and business strategy development, parenting strategy (role of the corporate center), corporate portfolio strategy, capital allocation and investment governance, strategic planning and the strategy development process, and corporate governance and supervisory board best practices.

As part of BCG's Center for CFO Excellence, his current focus is on CFO/finance strategy and finance transformation; finance organization; planning, budgeting, and forecasting beyond budgeting; reporting and application of design thinking; and digital finance.

AREAS OF EXPERTISE

EDUCATION

  • Diploma (Masters Degree) business administration, WHU Otto Beisheim School of Management Koblenz
  • Diploma (Masters Degree), economics, Virtual University Hagen
  • Phd, summa cum laude, finance, Technical University Munich

Publications and Videos

Why CFOs Should Lead the Sustainability Charge Hero Rectangle

Why CFOs Should Lead the Sustainability Charge

Sustainability has become inseparable from financial success, making finance leaders key players. Only they can hardwire this new priority into steering and performance management.
Going Beyond Budgeting

Going Beyond Budgeting

CFOs say it’s finally time to slay the three-headed corporate budgeting monster.
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Ripensare il ruolo del CFO nel tempo e nello spazio: la trasformazione digitale

Digitale, “agile” e realmente business partner dell’azienda. Sono queste le caratteristiche della funzione Finance del futuro, che i CFO sono chiamati a costruire oggi, trasformando con essa il proprio ruolo.
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Agile Meets Beyond Budgeting

Can the two approaches help each other open up the last bastion of traditional corporate management to new ways of working?
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Your First Year as CFO

By demonstrating results early, new CFOs facilitate their longer-term strategy and transformation efforts, paving the way for growth.
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Your First 90 Days as CFO

A successful tenure begins with getting to know the finance function and establishing a vision to guide value creation.
What Is the Right Role for Your Supervisory Board

What Is the Right Role for Your Supervisory Board?

There are four good options. Learn how to choose the best one for your company.
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Budgeting in an Age of Uncertainty

Economic uncertainty is on the rise, and CFOs must plan for flexibility. That means shorter budgeting cycles, relative forecasting targets, and simplified scenario-based planning.
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COVID-19 CFO Pulse Check #3

CFOs' expectations for their companies are gradually becoming more optimistic, but many still see difficult times ahead.
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Welches ist die richtige Rolle für Ihren Aufsichtsrat?

Welche Rolle sollte der Aufsichtsrat spielen? Eine Analyse der bisher größten Umfrage unter deutschen und Aufsichtsräten zeigt, dass Aufsichtsratsgremien zwischen vier sehr verschiedenen Rollen wählen können.
COVID-19 CFO Pulse Check #2

COVID-19 CFO Pulse Check #2

Our second global survey reveals that CFOs are more optimistic than they were in April; nonetheless, they are still working hard to keep their businesses viable in the crisis.
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The COVID-19 CFO Pulse Check #1

CFOs, though surprisingly pessimistic, are making the right moves to keep their businesses viable. To prepare for the future, they should take a scenario-based approach to balance financial discipline with strategic flexibility.
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