Marin Gjaja
Managing Director & Senior Partner
Chicago
Marin Gjaja is a member of The Boston Consulting Group’s Consumer and Health Care practices, and he leads BCG’s offices in the US Great Lakes region. He has also worked in every one of the firm’s functional practice areas. Marin previously managed BCG’s Chicago office, and he has served as head of the global consumer products sector and the Midwest Health Care practice.
Since joining BCG in 1996, Marin has worked primarily with companies in the consumer goods and health care industries. For clients at the corporate and business-unit levels, he has developed and put into effect value-maximizing strategies, such as those for organic and inorganic growth, and often worked with the clients to help the strategies succeed. This assistance has included supporting implementation and building the capabilities—for example, margin optimization, turnarounds, and even divestitures—needed to make the success sustainable.
Marin has led multiyear transformation efforts for global clients, helping them drive change and value across multiple initiatives simultaneously. This work has touched on areas such as procurement improvement, organizational restructuring, optimization of pricing and trade spending, portfolio pruning, working capital, and manufacturing and supply chain.
Marin also has deep understanding of issues related to innovation capabilities, bettering route-to-market, product launch, consumer marketing and branding, optimization of spending on marketing, leadership, culture, and change management.
Before BCG, Marin was a researcher at Boston University and was selected as an alternate on the 1992 US Olympic Men's Volleyball Team.
BCG’s analysis uncovers the reasons for the large disparity in the number of deaths for white people and for people of color in the US.
Protecting the vulnerable would provide societies with a path to contain the virus, reopen most businesses, and return to schools without reverting to lockdowns.
There is a proven strategy for winning the fight. To deploy it effectively, governments must address four critical imperatives.
Keeping the vulnerable out of the hospital radically reduces the health care burden and dramatically raises economic options.
Public officials routinely evaluate tough spending choices. They should use a similar approach to assess the health, economic, and social tradeoffs of reopening economies.
Reducing exposure among those who are vulnerable to adverse health outcomes will benefit the healthy, the economically vulnerable, and society overall.
CEOs should respond proactively, act decisively, and provide a clear agenda. Focusing on five priorities now is key.
Three strategies for fighting the coronavirus and restarting economies have emerged. The most popular one is the most unstable.
The fight will be long. Businesses and society must plan for multiple scenarios to survive the crisis and emerge stronger.
Since it opened in 1979, BCG Chicago has partnered with local organizations in the public, private, and nonprofit sectors to advance oublic priorities.
