Ralf Moldenhauer
Managing Director & Senior Partner
Frankfurt
Dr. Ralf Moldenhauer is a core member of the Corporate Development; Industrial Goods; and Operations practices at The Boston Consulting Group. He is an expert with BCG TURN, which helps clients deliver rapid, visible performance improvements in the short term, while positioning them to win in the future. His work in restructuring and recovery is focused on Central Europe, Middle East, and Africa (CEMA), and he is a global topic leader for restructuring-specific expertise.
Since joining BCG in 2010, Ralf has focused his client work on turning around struggling and distressed companies. He has acquired deep experience in crisis prevention and management as well refinancing.
Examples our his project work include providing turnaround support across industries; a complete turnaround of the third-largest German public hospital group, from the initial blueprint to final structure; and the restructuring of concepts for internationally operating medium-sized companies (known as German Mittelstand), with a focus on business models, cost excellence, and foreign operations. He has also helped clients achieve liquidity improvement, including liquidity planning, and he has prepared insolvency solutions as an option for restructuring in Germany.
Prior to joining BCG, he was a partner with Roland Berger.
The Sixt Group’s head of strategy offers lessons from the 2008 crisis for businesses suffering in today’s COVID-19 slowdown.
Working capital optimization can be invaluable—building profits, reducing debt, and boosting corporate strength—whether in day-to-day operations or in the face of a downturn.
对于领导团队而言，扭转公司局势是检验其业绩的最佳试金石。在这11个故事中，我们深入探讨了在过去十年间最成功的一些转型举措。面对明确的挑战，这些“东山再起”的公司采取有力举措，大幅提升利润率并为股东创造了巨大价值。
Hit by regulatory changes and low public spending, the Spanish infrastructure company recovered by paying down debt, restructuring, and moving into high-growth countries.
When low oil prices brought on new rivals, the specialty petrochemicals manufacturer fought back by cutting costs and partnering with one of the world’s biggest oil companies.
Faced with new competition in its home market, the Australian airline protected its turf by upgrading its fleet, launching new routes, and investing in digital to improve the customer experience.
Suffering from intense price competition, the Japanese chemical and flavorings company shifted away from commodity offerings and developed specialty products for new customers.
As demand for newsprint and bulk paper has fallen, Finland’s UPM has shifted to higher-growth products and new categories.
As smartphones cut into camera sales and health care reform hurt the medical imaging business, Olympus restored itself by investing in markets where it was already strong.
The parent company of Peugeot, Opel, and other European car brands rebounded after the financial crisis by trimming its portfolio and doubling down on digital.
