Jeff Kotzen
Managing Director & Senior Partner
New Jersey
Jeff Kotzen is global leader of the shareholder value topic at The Boston Consulting Group. The topic focuses on optimizing total shareholder return (TSR) by aligning business, financial, and investor strategies, leveraging the firm’s proprietary tools and methodologies. Jeff began his consulting career in 1991 and has been with BCG since 1997.
Jeff has led more than 50 projects on shareholder value strategy, across a broad range of industries and locations. This work typically has resulted in a 15% to 30% increase in the client's relative share price and price-earnings multiple in the six months after the strategy was initiated.
Jeff has also led a wide variety of projects in cost reduction, business process reengineering, organizational effectiveness, and transformation.
Before joining BCG, Jeff was a director at Braxton Associates, the strategy consulting division of Deloitte & Touche Consulting. Before receiving his MBA, he was a financial analyst in the investment banking division of Salomon Brothers.
The rankings provide a valuable frame of reference by indicating which companies and industries entered the COVID-19 crisis with TSR momentum and which did not.
Participants in BCG’s 11th annual investor survey favor companies that pursue long-term growth while preparing for short-term headwinds.
New competitors are changing how the game is played. Traditional winners must adjust by adopting key strategies of digital natives.
The headline numbers don’t tell the whole story. Use the interactive format to delve deeper into the performance of the world’s leading companies.
Today’s cautious investors are building resilience that’s balanced by plans for long-term value creation.
Value creation has changed, but the rules—and the ways of winning—remain the same.
Explore our interactive guide to the top 50 large-cap value creators and the top 10 value creators in 33 industries.
The odds are long, but the payoff is big when companies successfully navigate major shifts driven by technology, consumers, or regulation.
In the face of industry disruption, management teams need to shift gears, think like owners, and apply the fundamental tools of value creation with a reinvention mindset.
Investors want management teams to improve their balance of short-term EPS performance and long-term value creation—in particular, increasing investments in organic and M&A-driven growth.
