Greg Mallory
Managing Director & Senior Partner
Washington, DC
Greg Mallory leads Boston Consulting Group’s Industrial Goods practice for North America. He also leads the firm’s Aerospace and Defense sector for North America, and is part of the North American Management Team.
Since joining BCG in 2000, Greg has worked extensively with A&D original equipment manufacturers, defense contractors, system and component suppliers, and service suppliers on revenue and profit growth programs, organization design, supply chain optimization programs, services strategies, cost reduction programs, mergers and acquisitions, and post-merger integration efforts.
Much of Greg’s client work has focused on large-scale change and strategy, including supply chain transformations, business process improvement, new product development, and due diligence efforts.
Greg has a Ph.D. in Estimation and Control from the department of Aeronautics and Astronautics at the Massachusetts Institute of Technology and a M.Sc. in Physics and B.Sc. in Electrical Engineering from the University of New Brunswick.
Now is a good time to rethink and refocus technology investments with an eye to improving manufacturing capabilities and better managing production capacity.
The collapse in commercial air travel will have far-reaching consequences for suppliers. To avoid long-term damage, OEMs and government must take steps to support the industry.
Defense agencies receiving a surge in COVID-19 stimulus funds must urgently adopt new patterns of procurement.
Complacency is not an option—even for thriving aerospace OEMs and suppliers. They must take steps to invest in digital and identify risks and pockets of growth.
The A&D industry is poised for continued growth. The challenge? Valuation multiples have never been higher.
How will makers of these brand-new vehicles meet aviation-type standards and hold to much shorter development cycles?
As digital investments rise, A&D leaders are asking tougher questions about the returns. In many cases, they are not getting satisfactory answers.
By focusing less on selling aftermarket parts and more on anticipating maintenance and repairs, manufacturers can reduce costs by up to 25%.
New commercial competitors are small and fast, and they’re developing breakthrough technologies that the military wants. Some incumbents are underestimating the threat.
Startups are revolutionizing nearly every segment of the US economy. To partner with more of these companies, the government must communicate with them more effectively and modify its approach to contracting.
