Tim Nolan
Managing Director & Senior Partner
New York
Tim Nolan joined The Boston Consulting Group in 2003. He is a core member of the firm’s Technology, Media & Telecommunications and Corporate Development practices. He leads BCG’s information services area and is an expert in B2B pricing.
Tim came to the firm after working at iFormation Group, a joint venture of BCG, Goldman Sachs, and General Atlantic Partners that invested in technology-related corporate spin-offs. While at iFormation, and at the Hearst Corporation before that, Tim worked with media and marketing companies to understand and capture value from new technologies and strategic initiatives.
At BCG, Tim has worked extensively with information services, SaaS (software as a service), and software companies on issues like pricing, organization, service and support models, corporate strategy, and innovation.
Tim has also worked on shareholder value management, portfolio strategy, mergers, divestitures, and integrated TSR policies (portfolio planning, financial policies, and investor strategy) for a range of clients, including an apparel company, a consumer-packaged-goods company, a specialty retailer, a magazine company, a newspaper company, and a large pharmaceutical company.
Participants in BCG’s 11th annual investor survey favor companies that pursue long-term growth while preparing for short-term headwinds.
Today’s cautious investors are building resilience that’s balanced by plans for long-term value creation.
Their markets may not be on fire, but savvy providers can differentiate their products—and boost their prospects—by addressing clients’ pain points.
Investors want management teams to improve their balance of short-term EPS performance and long-term value creation—in particular, increasing investments in organic and M&A-driven growth.
New York City’s music industry supports nearly 60,000 jobs. And the city is poised to become a major player in digital music services.
Before investing in new performance management systems, leaders need to identify the metrics that really matter and design processes for translating data into effective decision making.
Operators face regulatory scrutiny, especially in Europe; pricing pressure everywhere; and challenges relating to network modernization and the overall customer experience.
Media companies have been transforming—or not transforming and failing—for up to two decades. But there is more to do.
Media companies have been transforming—or not transforming and failing—for up to two decades. But there is more to do.
The greatest shortages at most companies are not in technological know-how but in leadership, the resolve to change, and the skills to rebuild around approaches such as agile.
