Managing Director & Senior Partner
Simon Bartletta is a core member of Boston Consulting Group’s Financial Institutions practice. He led BCG's Boston office for the past six years. Simon advises financial services institutions on a variety of strategic, operational, and organizational issues in the areas of asset and wealth management, capital markets, and retail banking. He is a former co-leader of BCG Turn in North America.
Simon has led many major performance-improvement programs for large financial services players and companies in a variety of other industries. These have focused on restructuring and delayering, redesigning operating models and leaning processes, and significant cost- and revenue-improvement programs. He has worked on postmerger integrations of leading global financial entities and large-asset-servicing banks and has also developed growth strategies for a number of his clients.
Before joining BCG in 2000, Simon was a senior consultant with Booz Allen Hamilton in Virginia, where he worked on large-scale business process reengineering ranging from operations and organization design through implementation and change management.
Global assets under management fell by 10% in 2022. To return to historical levels of growth, firms should focus on profitability, private markets, and personalization.
Our 20th annual report on the global asset management industry looks back at a long period of growth—and explores the changes that lie ahead.
In a uniquely tumultuous year, assets under management worldwide showed strong overall growth, passing a major milestone along the way.
Alternatives continued to be one of the strongest-performing asset classes overall in 2019, but not all alternatives are created equal.
They’ve been focusing – for good reason – on immediate priorities, but they need to start building the foundation for how they will operate in the new normal.
The COVID-19 crisis has prompted companies in virtually all industries to seek an optimal way to navigate their way through. Financial institutions, in particular, need a strategy to help maximize their level of resiliency and prepare for any macroeconomic and financial scenario.
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.