Jens Kengelbach
Managing Director & Senior Partner
Munich
Jens Kengelbach is Boston Consulting Group's global head of M&A, and leads the firm's M&A and post-merger integration work. He is a member of BCG's Corporate Finance & Strategy and Industrial Goods practices.
Since joining the firm in 2002, Jens has worked on numerous due diligence and transaction projects—on both the buy side and the sell side. He has executed M&A strategy and target-search mandates using a profound portfolio strategy, M&A strategy, and execution road map. Jens has run multiple strategic and commercial due diligence checks across numerous sectors, including industrial goods, pharmaceuticals, metals, engineered products, and automotive supply.
He has extensive experience on the sell side in end-to-end divestiture support in all phases, including equity story, information memorandum, management presentation, Q&A sessions, site-visit preparation, and bid comparison. He has led dual- and triple-track equity deconstructions, including carve-outs and IPOs.
Jens is the author of BCG's annual M&A report and has written many internal and external M&A-related publications. He is also responsible for the worldwide marketing activities for M&A and post-merger integration.
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 are increasingly turning to innovative approaches to corporate collaboration to meet the challenges of the current crisis and adapt to disruptive megatrends.
No matter how advanced the negotiations, both buyers and sellers can take certain steps to improve deal execution. Creative thinking and agile ways of working are critical.
By following a few guidelines, smart acquirers can still create value in the region.
Dealmakers should prepare for a slower clearance process in the near term and expanded regulatory scrutiny over the long term.
M&A can play a major role in helping companies survive the crisis. Preparation, steady nerves, and a willingness to be bold are the keys to success.
Companies that sell only existing shares enjoy higher total shareholder returns than those attempting to raise fresh funding—across multiple time horizons.
Working capital optimization can be invaluable—building profits, reducing debt, and boosting corporate strength—whether in day-to-day operations or in the face of a downturn.
Cybercriminals are wilier than ever, and companies have more at stake. To safeguard IT systems, leaders need to understand their attackers.
M&A dealmakers can take advantage of downturn opportunities to position their company for profitable growth during the recovery.
