Daniel Friedman
Managing Director & Senior Partner
Los Angeles
Daniel Friedman is a managing director and senior partner in the Los Angeles office of Boston Consulting Group. He is the Los Angeles office leader and the leader of M&A and post-merger integration (PMI) in the North America region (NAMR).
Since joining the firm in 1996, Daniel has worked with clients in the retail, consumer goods, technology, health care, and industrial goods areas. He has gained extensive experience in a broad range of strategy issues, including growth, organization restructuring, and implementation.
Daniel focuses his work—particularly in complex PMIs and large-organization transformations—on the opportunities and issues associated with key sources of value creation and risk. He believes in developing insights from a deep understanding of business drivers by using facts, analysis, and specific experience to enable good, fast decisions. He also believes in pinpointing and moving quickly on people and organizational issues to make change happen—for example, in operating-model and organization design, leadership, people retention and engagement, culture alignment, and change management to forge high-performing people and organizations.
Before joining BCG, Daniel was director of finance at Vidrio Formas and a relationship manager at Citibank.
Buyers that overpay for targets typically struggle to create value. An in-depth understanding of what drives industry and company valuations is critical to succeed.
Companies can maximize the value of large-scale mergers by proactively implementing a transparent, disciplined talent-selection process.
The pandemic is pumping the brakes on M&A, but activity will rebound and likely accelerate. Banks should be bold and ready.
There’s a startling disconnect between how companies view their M&As and what they actually achieve. But by taking an agile approach, they can create greater value—faster.
BCG research, published in MIT Sloan Management Review, points to six factors—all of which managers can control—that increase the success rate of M&A-based turnarounds.
Market conditions are favorable for M&A. Expect a lot of deals, and expect most to destroy value—until companies learn how to turn the tide and create value.
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.
With a disciplined approach, merging companies can aim higher, achieve more, and realize postmerger synergies faster—and thus fulfill the true promise of integration.
How to boost the odds that your M&A deal delivers the value you’re counting on? Start planning early for success—using a proven five-step process.
Four steps will ensure that a corporate spin-off delivers the kind of value that investors expect—for both the newly independent business and the initiating company.
