David Webb
Managing Director & Senior Partner
Philadelphia
David Webb joined Boston Consulting Group in 1998. He is a former co-leader of BCG TURN in North America and a former managing director for BCG's Philadelphia office.
David's work at BCG has focused on large-scale transformations, primarily in collaboration with consumer goods manufacturers, distributors, retailers, and service providers. He is one of BCG's critical experts specializing in the beverage alcohol sector.
David is an expert in organizational design, performance improvement, and business model redesign and strategy. He has assisted many clients, including businesses that have dramatically changed their direction, their performance, and delivered major value to their shareholders.
Prior to joining BCG, David worked for General Electric’s lighting and power systems business in the US, Hungary, and Italy.
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.
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.
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.
As many big pharma companies were trying to diversify, BMS did the exact opposite.
Acquisitions made the financial services company too complex. So HSBC sold off some holdings, streamlined what remained, and made a big bet on digital.
