James Tucker

James Tucker is a member of the Global Leadership Team for Boston Consulting Group’s Corporate Finance & Strategy practice, and leads the practice in North America. He is also a member of the Global Leadership Team for the firm’s Financial Institutions practice and leads Large Scale Change globally, including M&A, PMI, transformation, turnaround, and zero-based budgeting. He leads the Financial Institutions practice in Canada.

James primarily serves large multi-line financial institutions, corporate and retail banks, wealth and asset managers, pension funds, sovereign wealth funds, payments companies, and select private equity players, and their respective portfolio companies.

Prior to joining BCG James amassed significant experience in sales, marketing, and business development across multiple industries.

James is particularly active in the community supporting several charities, having sat on several boards and having taught in the Marketing Faculty at the Rotman School of Management. He was awarded the Ontario Medal for Good Citizenship by the Lieutenant Governor of Ontario.

Prior to joining BCG James spent more than 15 years in a variety of industries, including work at Molson Coors and CTV, as well as owning and operating his own business.

AREAS OF EXPERTISE

EDUCATION

MBA, highest distinction, Rotman School of Management
BA, English literature, York University

HONORS AND AWARDS

Ontario Medal for Good Citizenship, 2010

Publications and Videos

Your First Year as CFO

By demonstrating results early, new CFOs facilitate their longer-term strategy and transformation efforts, paving the way for growth.

Your First 90 Days as CFO

A successful tenure begins with getting to know the finance function and establishing a vision to guide value creation.

COVID-19 CFO Pulse Check #3

CFOs' expectations for their companies are gradually becoming more optimistic, but many still see difficult times ahead.

It’s Time for Canadian Retail Banks to Fast Forward into the Future

One in seven institutions will emerge from the crisis with market-leading growth. Not because they’re lucky, but because they embraced COVID-driven changes for their own transformation. Will your bank be that one?

COVID-19 CFO Pulse Check #2

Our new global CFO survey during the COVID-19 crisis reveals that many CFOs are less pessimistic than they were when we first conducted the survey in April. In fact, half of the respondents have a more positive outlook, while about one-third have more negative expectations. This change in outlook naturally varies by industry: semiconductor, retail, and software and services CFOs are much more optimistic about the revenue and profit impact of the pandemic than they were in April, while CFOs in industrial goods industries (such as automotive) still see relatively little cause for optimism. (See the sidebar “About the Survey.”)

The COVID-19 CFO Pulse Check #1

CFOs, though surprisingly pessimistic, are making the right moves to keep their businesses viable. To prepare for the future, they should take a scenario-based approach to balance financial discipline with strategic flexibility.

Lessons from Best-in-Class CFOs

Only a few CFOs lead finance functions that truly outperform in both efficiency and effectiveness. Here’s what sets them apart.

cfos-vital-role-in-corporate-transformation-2880x1620-up-tcm9-202435.jpg

The CFO’s Vital Role in Corporate Transformation

CFOs can maintain a relentless focus on value creation by serving as strategic advisors to business leaders, overseeing performance, and communicating a persuasive equity story to investors.

How Digital CFOs Are Transforming Finance

CFOs are under the gun. They need to manage the growing burden of regulatory controls while being proactive advisors to the business and ensuring a focus on the bottom line.

The Art of Risk Management

Managing risk involves more than complex financial models and formal systems. Here are ten basic principles that should govern the art of risk management.

The Art of Performance Management

Before investing in new performance management systems, leaders need to identify the metrics that really matter and design processes for translating data into effective decision making.

The Art of Planning

In today’s increasingly complex and less predictable global environment, planning has never been more difficult—or more important. BCG highlights ten guiding principles for getting it right.

Deep Expertise, Broad Experience