Managing Director & Senior Partner
Wilhelm Schmundt is a core member of Boston Consulting Group's Principal Investors & Private Equity (PIPE) practice and is the global lead for BCG’s work with infrastructure investors.
He advises leading infrastructure investors, private equity funds, and family offices on fund strategy and the design of operating models. Will has extensive experience in buy- and sell-side commercial and operational due diligences as well as working with portfolio companies on full potential transformations, growth strategies, performance improvement, complexity reduction, and operating model redesign, and post-merger integration. He has worked across many infrastructure sectors, including business services, energy and renewables, social infrastructure, telecommunications, and transport and logistics.
Will rejoined BCG in 2020 after having worked as a partner in Bain & Company’s Private Equity Group. He is a guest lecturer at the University of Mannheim where he teaches a course on private equity.
As countries around the world rebuild their infrastructure for sustainability, private investors are gravitating toward low-carbon hydrogen projects.
Traditional projects offer varying returns, depending on an investor’s willingness to embrace risk. But all eyes are on digital.
By expanding into radio access network (RAN) equipment, tower companies can become more integral partners with mobile network operators and tap into new revenue.
Investors must put the technology, data management, and organizational practices in place to support sustainable growth.
With an eye to the recovery, fund leaders should reexamine who they want to be in the post-COVID world.
Operators have struggled to break free from the familiar constraints of regulation, legacy, and often-unfavorable competitive dynamics. Rather than bleed outdated business models dry, the future demands that they be bolder in strategy and execution.
If the last decade was a golden age for PE, the next one could be more gilded. Funds have the potential to deliver exponential growth—provided firms make the needed strategic and operational changes.
And that means owners need to start thinking and acting like private investors.
Pension funds and sovereign wealth funds are increasingly making their own direct investments. It’s a bold step, but it lets them claim a larger share of the gains.
With the right design and structure, a family office can be a powerful tool for meeting the financial needs of the wealthy.
PE firms must prepare to capitalize on the wave of software companies hitting the buyout market. Software industry expertise is essential for capturing outsized returns.