Managing Director & Senior Partner; North America Leader, Corporate Finance and Strategy
James Tucker is a member of the Global Leadership Team for Boston Consulting Group’s Corporate Finance & Strategy practice, and leads the practice in North America. He is also a member of the Global Leadership Team for the firm’s Financial Institutions practice and leads Large Scale Change globally, including M&A, PMI, transformation, turnaround, and zero-based budgeting. He leads the Financial Institutions practice in Canada.
James primarily serves large multi-line financial institutions, corporate and retail banks, wealth and asset managers, pension funds, sovereign wealth funds, payments companies, and select private equity players, and their respective portfolio companies.
Prior to joining BCG James amassed significant experience in sales, marketing, and business development across multiple industries.
James is particularly active in the community supporting several charities, having sat on several boards and having taught in the Marketing Faculty at the Rotman School of Management. He was awarded the Ontario Medal for Good Citizenship by the Lieutenant Governor of Ontario.
Prior to joining BCG James spent more than 15 years in a variety of industries, including work at Molson Coors and CTV, as well as owning and operating his own business.
The best approach to zero-based transformation comes from treating all spending as investment and making the CFO a key strategist for generating value.
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.
CFOs' expectations for their companies are gradually becoming more optimistic, but many still see difficult times ahead.
One in seven institutions will emerge from the crisis with market-leading growth. Not because they’re lucky, but because they embraced COVID-driven changes for their own transformation. Will your bank be that one?
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.
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.
Only a few CFOs lead finance functions that truly outperform in both efficiency and effectiveness. Here’s what sets them apart.
CFOs can maintain a relentless focus on value creation by serving as strategic advisors to business leaders, overseeing performance, and communicating a persuasive equity story to investors.
CFOs are under the gun. They need to manage the growing burden of regulatory controls while being proactive advisors to the business and ensuring a focus on the bottom line.
Managing risk involves more than complex financial models and formal systems. Here are ten basic principles that should govern the art of risk management.