Jesper Nielsen
Managing Director & Senior Partner
London
Jesper Nielsen leads Boston Consulting Group’s Social Impact practice and the firm's business in M&A and post-merger integration in Western Europe, South America, and Africa.
Jesper specializes in value creation strategy and M&A topics across the complete life cycle of the transaction, including divestitures and carve-out preparation, commercial buy- and sell-side due diligence, synergy assessment and postmerger integration, and day one planning. He also has significant experience in takeover defense.
Jesper has been involved in more than 50 transactions and several large-scale PMIs. He has led a number of transformations and cost-reduction programs in sectors such as industrial products, consumer and retail, and health care.
The COVID-19 crisis is causing people to pay more attention—not less—to urgent environmental issues such as climate change.
Success requires careful preparation, thorough execution, and, especially, bold decision making in uncertain times.
Capital markets reward dealmakers who take the risk of pursuing acquisitions in a weak economy.
M&A dealmakers can take advantage of downturn opportunities to position their company for profitable growth during the recovery.
Less visible sources of value—such as scientific acumen and social media influence—are critical to justifying the high price of digital assets.
As critical freshwater shortages grow worldwide, companies and financial investors can generate substantial returns while supporting environmental and social goals by funding sustainable projects.
What can business leaders do to optimize performance? Lord Sebastian Coe—legendary Olympian and former member of Parliament—explains, drawing on insights gained from his own successes and setbacks.
Acquisitions of high-tech targets have become an instrument of choice for companies in all sectors looking to boost innovation, streamline operations and processes, and shape customer journeys.
Three trends are driving global M&A: China’s increasing appetite for acquisitions, private equity’s need to invest, and—most important—the growing volume of deals involving tech targets.
Only about half of all tech deals create value at announcement—about the same share as for all transactions. How can acquirers shift the odds in their favor?
