Managing Director & Senior Partner
Jody Foldesy is a core member of the Corporate Finance & Strategy and Principal Investor & Private Equity practices at Boston Consulting Group. He has deep experience across multiple industry practices, including Industrial Goods; Health Care; Technology, Media & Telecommunications; and Consumer.
Jody is deeply involved all aspects of the Corporate Development practice, including growth, corporate and portfolio strategy, shareholder value creation and total shareholder return (TSR), investor strategy, capital deployment, M&A, and postmerger integration. He leads the firm’s global work in shareholder activism, and he leads BCG’s work on TSR-led transformation in North America.
Jody joined BCG in 2007. He believes in creating rigorous, custom solutions tailored to the specifics of BCG’s clients, and in encouraging team members at all levels in BCG to think like entrepreneurs.
Prior to joining BCG, Jody worked as a journalist at The Washington Times.
Activism is back with a twist. Increasingly, the attackers come from within—longstanding investors impatient for better returns. Management needs a new playbook.
Corporate leaders have a pivotal role in bridging the divide between institutional sustainability commitments and day-to-day investing practices.
Sustainability has become inseparable from financial success, making finance leaders key players. Only they can hardwire this new priority into steering and performance management.
The right celebrity relationship can offer tremendous value, but businesses should carefully evaluate their unique set of circumstances before diving in.
Reversals in total shareholder return (TSR) performance since the start of the year have hit innovation-driven industry sectors such as technology, medical technology, financial infrastructure, and green energy especially hard.
Exactly how the world will reach net zero is unknown, but at a macro level the science and economics define a pretty clear path. Given the magnitude of value at stake during the transition, many leaders are concluding that inaction may be the riskiest strategy of all.
The worst question an activist can ask is the one you haven’t thought about. With activism on the rise, leaders need to put their plans to the test and be ready to defend them.
Jody Foldesy discusses three of the biggest challenges companies face, including disruptions from other competitors, and the best way that management can respond to activist investors.
Companies’ transformation track records are mixed. Top performers unlock value quickly by focusing on changes that will improve profit margins and valuation multiples.
While shareholder activism has slowed, this is likely to change – in a big way – as the global economy takes steps to right itself.