Alexander Roos is the global leader of Boston Consulting Group’s Center for CFO Excellence and a member of the Industrial Goods practice.

Since joining BCG in 1998, Alexander’s client work has included global corporations—as well as international private-equity investors and sovereign wealth funds—covering a wide range of industries.

Alexander has extensive experience supporting global portfolio and strategy reviews, developing and implementing acquisition strategies and divestiture programs, structuring and managing turnaround processes and performance improvements, and organizing investor management and capital market studies.

Prior to joining BCG, Alexander held positions in consulting, financial advisory services, and corporate controlling in Europe and North America.

AREAS OF EXPERTISE

EDUCATION

  • MBA, University of Connecticut
  • MA, University of Stuttgart

HONORS AND AWARDS

  • Outstanding Finance MBA award

Publications and Videos

It’s Time for CFOs to Embrace Agile

It’s Time for CFOs to Embrace Agile

Contrary to what skeptics believe, it’s not necessary to go all in when applying agile methods. A selective approach can promote efficiency and effectiveness.
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The Future of the Finance Function

Successful finance functions will steer performance across the company toward achieving the corporate purpose.
The 2021 Value Creators Rankings

The 2021 Value Creators Rankings

The pandemic’s effects have widened the gap between leaders and laggards in value creation.
Your First Year as CFO

Your First Year as CFO

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

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.
COVID-19 CFO Pulse 3

COVID-19 CFO Pulse Check #3

CFOs' expectations for their companies are gradually becoming more optimistic, but many still see difficult times ahead.
Accelerating Transformation for an Uncertain Future: Value Creation in Power and Utilities 2020 - rectangle

Value Creation in Power and Utilities 2020

Players that shift from centralized conventional generation toward a more distributed and digital approach are likely to become the next decade’s value creation leaders.
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 2020 Value Creators Rankings

The rankings provide a valuable frame of reference by indicating which companies and industries entered the COVID-19 crisis with TSR momentum and which did not.
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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.
Deep Expertise, Broad Experience