Managing Director & Partner
Hans Montgomery joined Boston Consulting Group in 2006. He is a core member of the Financial Institutions (FI) practice. Hans has experience in many areas within financial institutions, but most deeply in wealth and asset management as well as consumer banking and payments. He has broad cross-functional experience, especially in corporate/business strategy, pricing, target operating model and organization design, and post-merger integration.
Hans leads BCG’s North America Wealth Management segment, and is the lead for the FI practice for the Great Lakes Region/Midwest. He’s a member of the North America practice management team. In addition to his work in the financial institutions industry, he has led a series of pro-bono efforts for non-profits in Chicago centered on driving catalytic capital investment into underinvested neighborhoods.
Prior to joining the firm, Hans worked at Procter and Gamble for five years in operations management roles at multiple plant locations, where he developed expertise in lean methodologies as well as capital project management.
The most important question facing wealth managers right now is not which initiatives to prioritize—but how best to implement them all.
Despite the global pandemic, the past year has turned out to be productive for wealth managers. As the pandemic continues to impact lives and economies around the world, they are focused on where the industry goes next. In a comprehensive global survey, we asked senior executives to share their perspectives.
Flipping the lens to look at global wealth from the perspective of client needs instead of net worth reveals huge untapped revenue pools lying in plain sight.
A successful merger must do more than create near-term synergies. Here are five ways to help the combined entity deliver all the benefits of a deal.
There are many challenges surrounding long-term investments for disadvantaged communities. Building project pipelines, simplifying transactions and increasing flow of capital are crucial to reversing this trend.
North American wealth managers entered the recent crisis in worse shape than they entered the Global Financial Crisis of 2008/2009. This creates a pressing need for change, and a revitalized agenda is called for to establish strategic priorities and a winning game plan.
The pandemic is pumping the brakes on M&A, but activity will rebound and likely accelerate. Banks should be bold and ready.
Securities servicing businesses outperformed their capital market peers and delivered steady growth in the years following the 2008 financial crisis. COVID-19 has created headwinds for security services, but there are various strategies to maximize competitive advantage.
As retail banks face headwinds, and economic downturn becomes increasingly likely, banks must develop a strategy to manage and grow their revenues. There are five necessary actions that can help stimulate revenue growth.
Regulators are loosening some constraints on large banks, creating an opportunity to boost TSR by transforming the business mix. Banks may want to sharpen their M&A skills.