Neal Zuckerman
Managing Director & Senior Partner
New York
Neal Zuckerman is a core member of the Strategy and Technology, Media & Telecommunications practices of Boston Consulting Group, which he joined in 2006. He works in the media, entertainment, and communications industries, particularly on business building, large-scale transformation, technology, advertising, and sales force effectiveness.
Neal is deeply engaged in developing the firm's media industry intellectual capital and has coauthored numerous BCG publications that reflect his enthusiasm and expertise. He has undertaken projects involving fundamental change, growth, new business creation, and digital transformation for media companies across magazines, newspapers, broadcast TV, video production, and radio. Neal has rich experience in advertising sales, consumer marketing (acquisition or retention), product pricing, editorial and creative areas, organization design, M&A, and new business development (including interim business management).
Before joining BCG, Neal worked for Time Warner as head of strategy and business development for Time Inc.'s corporate sales group and as an executive director in Time Warner's strategic planning group. In the latter role, he engaged in business development for various businesses across the company, including film production, mobile content, and ad sales departments.
Neal was also previously a senior associate at McKinsey, working predominantly for print media companies on growth strategies (traditional and Internet) and cost reduction efforts.
Streaming services have thrived with consumers under lockdowns. What happens when things open up?
As the 2010s closed, the technology, media, and telecommunications (TMT) sector was standing strong. Seven TMT companies were among the ten most valuable public companies in the world. Do they have the right ingredients to sustain that performance in the 2020s?
As entertainment, print, and gaming companies pursue subscriptions in a crowded field, they need to create the right offer at the right price for the right customers—or risk losing them altogether.
Journalism is not going away. But what business models will do the most to help keep it alive?
While the names may have changed, the top performers have figured out an old-media lesson: subscriptions and recurring revenues pay.
TMT companies have the opportunity to lead consumers, companies, and the public sector into an increasingly digital world.
Automation and artificial intelligence can help farsighted companies save money, create killer content, and delight audiences.
High-performing companies have one thing in common. They have developed—and they keep building—specific skills and capabilities that let them create and accelerate growth.
