Gwenhaël Le Boulay
Managing Director & Senior Partner, Leader Financial Institutions Data Solutions Suite
Paris
Managing Director & Senior Partner, Leader Financial Institutions Data Solutions Suite
Paris
Gwenhaël Le Boulay is a core member of the Financial Institutions (FI) practice of The Boston Consulting Group. He focuses primarily on corporate and investment banking, as well as on risk and compliance. He leads BCG’s wholesale banking segment globally, and also leads the firm's FI Segment Organizations (Retail Banking, Wholesale Banking, Transaction Banking, and Wealth and Asset Management).
Since joining BCG in 1999, Gwenhaël has worked with numerous institutions to support new directions for corporate and investment banks, including portfolio strategy, capital allocation, target operating model, and organization. He has helped develop BCG's perspective on future business models for the capital markets industry and has coauthored a number of BCG’s reports on capital markets.
Working on the reshaping of the industry, Gwenhaël has also worked in redesigning compliance operating models, as well as optimizing risk management. He has led numerous large-scale global transformations for clients, including postmerger integrations and adaptation strategies.
Gwenhaël is part of the Paris/North Africa/Tel Aviv management team for BCG; he is specifically in charge of BCG support functions. An alumnus of the Ecole Centrale in Paris, he coordinates BCG recruiting and senior management relationships with the school.
They’ve been focusing – for good reason – on immediate priorities, but they need to start building the foundation for how they will operate in the new normal.
CIBs that take action in six critical areas can dramatically improve their cost-to-income ratios and returns on equity, creating a more prosperous and sustainable future.
The COVID-19 crisis has prompted companies in virtually all industries to seek an optimal way to navigate their way through. Financial institutions, in particular, need a strategy to help maximize their level of resiliency and prepare for any macroeconomic and financial scenario.
They need a strategy to maximize resilience and prepare for the rough waters ahead. Ten key actions can help.
Given the profound changes sweeping the industry landscape, it’s time for banks to reinvent themselves.
Banks need to start acting like digital giants before digital giants act like banks.
The continuing migration to digital services and business models is pressuring investment banks to be more client centric, attract fresh talent, and become more agile.
BCG’s sixth annual study provides a detailed examination of key market developments, current trends, and the steps that various types of players must take to thrive.
A new BCG benchmark reveals five ways in which leading banks are reinventing operational risk management to protect themselves against a rapidly changing risk environment.
Investment banks need to transform themselves if they hope to compete in the broad-based capital markets industry of tomorrow.
