Henry Fovargue began his Boston Consulting Group career in London in 2014. He is a lead member of the Consumer; Social Impact; Marketing, Sales & Pricing; and Global Advantage practices, working primarily with retail and consumer goods clients on customer-centric transformations and business model innovation. He has served international clients in over ten markets including Australia, Canada, India, Indonesia, Mexico, the Philippines, Thailand, the UK, and the US.
Henry co-leads BCG’s work in Total Societal Impact (TSI) in the retail industry and has worked with global clients on sustainability issues including food waste, packaging waste and transformation, and sustainable business model innovation.
Henry also specializes in customer-centric transformation, supporting clients globally, including helping a multinational beverage company reset its market entry strategy, a US beverage brand undergo a brand transformation, and a UK health and beauty retail company deliver wide-ranging category transformations. He is an expert in BCG’s Demand Centric Growth® or DCG® methodology.
Prior to joining BCG, Henry worked at Procter & Gamble in the UK as an account manager for some of the UK’s largest retailers, and as an innovation scientist in the R&D department. Henry holds a number of patents for inventions relating to fragrance composition.
Sustainable food products are finally hitting the mark with consumers, providing good taste, texture, color, consistency, and shelf life. More and more retailers want in on the action.
Few retailers excel at being green, but the need for improvement is acute. Where is your company on the maturity curve?
Emerging from the isolation of the past 15 months, US consumers express optimism—some cautiously and others confidently—about resuming their pre-pandemic activities.
Food traceability is here to stay. The question is whether food companies, distributors, and retailers treat it as a regulatory burden or a strategic opportunity.
BCG’s demand-centric growth compass identifies a North Star and provides a strategic filter for commercial decision making.
Consumer demand has changed in the wake of COVID-19, and retailers must adapt. To win, they must rethink everything—from their marketing spending to the makeup of their store network.
To reopen safely and profitably, stores should take a holistic approach that includes a long-term strategy, a dedicated team, and a rollout plan that they can adapt quickly in response to initial outcomes.