Tuukka Seppä
Managing Director & Senior Partner
Helsinki
Tuukka Seppä leads Boston Consulting Group in the Nordic countries. He also leads BCG TURN—which helps clients deliver rapid, visible performance improvements in the short term, while strengthening their organizations and positioning them to win in the future—in Central Europe, Middle East, and Africa (CEMA).
Previously, he led the firm in Finland, where today BCG is the market-leading premium management consultancy. He has also worked in the firm's offices on the US West Coast.
During his more than 20 years with the firm, Tuukka has worked with leading US and European companies, focusing on significant change initiatives driven by CEOs, executive management, and boards of directors; post-merger integrations; corporate transformation programs; large-scale M&A; reorganizations; efficiency improvement projects; and strategy resetting.
Tuukka specializes in transformation and large-scale-change programs, where the aim is to fundamentally alter the performance trajectory of a company by addressing multiple levers. He has significant experience in M&A, integration, and organizational and operational effectiveness programs.
By adding a systematic approach to a process often driven by instinct, boards can ensure that they select the right leader at the right time.
When a company buys an underperforming asset, it needs to make improvements and start creating value on day one. These acquirers show how it’s done.
The world-famous power tool maker reorganized, refocused its product lines, and revved up its margins, achieving a remarkable turnaround with record results.
Following the 2008 financial crisis, Danske Bank launched a dramatic comeback with a campaign to boost margin, streamline operations, and win customers with digital services.
These value creation stars ranked in the top quartile of value creation after a turnaround. Although they took different paths, all followed three core principles.
After a near-brush with bankruptcy, this beer maker parlayed a strategic acquisition into a well-devised corporate repositioning for rapid growth and expansion into new markets.
Digital decimated the paper industry worldwide. These two century-old companies rebounded by shifting to packaging—one via M&A, the other by revamping its portfolio.
Faced with new competition in its home market, the Australian airline protected its turf by upgrading its fleet, launching new routes, and investing in digital to improve the customer experience.
When low oil prices brought on new rivals, the specialty petrochemicals manufacturer fought back by cutting costs and partnering with one of the world’s biggest oil companies.
Hit by regulatory changes and low public spending, the Spanish infrastructure company recovered by paying down debt, restructuring, and moving into high-growth countries.
