Brian Collie
Managing Director & Senior Partner; Global Leader, Automotive & Mobility Practice
Chicago
Managing Director & Senior Partner; Global Leader, Automotive & Mobility Practice
Chicago
Brian Collie is a Managing Director & Senior Partner at Boston Consulting Group, where he is the Global lead for the Automotive & Mobility sector. He is also a core member of the Industrial Goods, Operations, Strategy, and Global Advantage practices.
Brian specializes in working with automotive manufacturers and suppliers on a broad range of strategy, operations, and organizational topics. He is an expert on new mobility and passionate about the potential for the convergence of sharing, autonomous technologies, and electrification to change the world. Brian previously served as co-lead of BCG's support of the World Economic Forum initiative on Future of Urban & Autonomous Mobility. Presently he serves as a member of the Chicago Taskforce on the Future of Transportation and Mobility.
Over the course of his career Brian has led dozens of large scale transformation and growth efforts where he has helped clients in North America, Europe, China, India, and Latin America to define the strategic agenda and build the capabilities needed to deliver step change growth and maximize shareholder return.
Prior to joining BCG, Brian was a partner at Booz & Company and served as an officer in the US Navy.
Far from being up on the blocks, the automotive sector has massive untapped potential. Investors that lock in their strategy now could tap into billions of dollars in value.
Clarity of purpose benefits automakers in multiple ways, including ease of recruitment, employee engagement, and organizational focus.
We’re still in the fight phase of the pandemic. Here are some key considerations and action steps for leaders.
The pandemic is forcing companies to be more sure-footed in their change efforts. Here are insights from those that have succeeded.
Employer-sponsored transportation is a win-win. By solving workers’ transportation access problems, companies can reduce absenteeism and attrition, increase productivity, and attract a broader employee pool.
How? By navigating the near-term impacts with fortitude and foresight. Here’s some guidance.
Here’s what’s been happening to automotive supply chains in China—in Hubei province, in particular—and how companies can respond to this and future global challenges.
Digital platforms will be a worldwide phenomenon but how they develop will depend on the region. To come out on top, companies must think and act locally.
Domestic automakers are rapidly gaining an edge in ride-hailing services, self-driving cars, and electric vehicles. Foreign players need a bold and nimble strategy to remain competitive.
To succeed, OEMs and suppliers must prioritize investment and strategic growth—and maximize their funding power and flexibility now.
