Managing Director & Senior Partner
Ketil Gjerstad leads Boston Consulting Group's Corporate Finance & Strategy (CFS) practice in the Europe, Middle East, South America, and Africa region. He is an expert in shareholder value, end-to-end M&A, and broader large scale transformations.
Ketil’s focuses on working with clients to unlock their full value potential by leveraging BCG’s expertise in the role of center, corporate, portfolio, and capital market strategy; innovation; end-to-end M&A; and larger transformations and turnarounds. He brings a strong shareholder perspective and has successfully supported CEOs and CFOs across a large range of industries.
Ketil is also a member of BCG's Principal Investors & Private Equity practice, and has supported more than 150 vendor commercial due diligences for industrial and financial investors.
By adding a systematic approach to a process often driven by instinct, boards can ensure that they select the right leader at the right time.
The world-famous power tool maker reorganized, refocused its product lines, and revved up its margins, achieving a remarkable turnaround with record results.
Following the 2008 financial crisis, Danske Bank launched a dramatic comeback with a campaign to boost margin, streamline operations, and win customers with digital services.
These value creation stars ranked in the top quartile of value creation after a turnaround. Although they took different paths, all followed three core principles.
After a near-brush with bankruptcy, this beer maker parlayed a strategic acquisition into a well-devised corporate repositioning for rapid growth and expansion into new markets.
Digital decimated the paper industry worldwide. These two century-old companies rebounded by shifting to packaging—one via M&A, the other by revamping its portfolio.
CFOs can maintain a relentless focus on value creation by serving as strategic advisors to business leaders, overseeing performance, and communicating a persuasive equity story to investors.
For decades, makers of fast-moving consumer goods have outperformed companies in most other sectors. But as market conditions get tougher, they’ll need a three-part plan to create value.
Manufacturers have benefited from the global economic recovery. To continue that momentum, they must design new products around digital technology, identify pockets of growth, and tap into emerging markets.
Amazon’s purchase of Whole Foods was a shot across the bow. To compete with e-commerce players, established retailers must improve their value proposition, their internal operations, and the customer experience.
Among travel and tourism companies, airlines have dominated over the past five years in terms of value creation, thanks to restructuring efforts, scale efficiencies, and consolidation.