Alexander Roos
Managing Director & Senior Partner; Global Leader, Center for CFO Excellence
Berlin
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.
By demonstrating results early, new CFOs facilitate their longer-term strategy and transformation efforts, paving the way for growth.
A successful tenure begins with getting to know the finance function and establishing a vision to guide value creation.
There are four good options. Learn how to choose the best one for your company.
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.
CFOs' expectations for their companies are gradually becoming more optimistic, but many still see difficult times ahead.
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.
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.
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.
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.
Participants in BCG’s 11th annual investor survey favor companies that pursue long-term growth while preparing for short-term headwinds.
