Managing Director & Senior Partner
Shervin Khodabandeh co-leads Boston Consulting Group’s AI business in North America. He helps clients get real impact from AI and analytics by working with them to articulate and drive a bold ambition and to build game-changing capabilities to transform their businesses.
Shervin has nearly 20 years of experience in driving business impact form AI and digital and analytics. He has worked with premier brands across the globe in consumer, retail, financial services, travel, energy, and health care.
Shervin is an expert in organization-wide analytics transformation. He has helped numerous companies devise their analytics strategy, drive growth and margin through analytics solutions, and build strong internal teams and capabilities.
Prior to joining BCG, Shervin helped co-found a pure play big data analytics firm, Opera Solutions, where he was the global head of consulting. He was also previously an engagement manager at Mitchel Madison Group, a global consultancy, and has been on the advisory board of several tech and startup firms.
Our recent survey shows that using artificial intelligence at work benefits both organizations and employees. Increasing employee awareness, trust, and understanding of AI further enhances its value.
What happens when the data-driven capabilities of AI are combined with human creativity? Exploring this futuristic collaboration, Shervin Khodabandeh, BCG managing director and senior partner, shares how to redesign companies so that people and machines can learn from each other.
AI isn’t just about technology. It’s about people, processes, culture, and business strategy, too. Companies need to bring all the pieces together.
Travel companies are rich in data and confront complexity daily—characteristics that play to AI’s strengths. But for AI to succeed, companies must do more than experiment.
Tech-savvy companies know the answer, but they don’t hold all the cards. Banks should act now to create a win-win scenario for themselves and their customers.
Attrition accounts for 10% to 15% of gross revenue loss annually. Much of this loss is addressable. Corporate banks that pursue targeted client retention efforts can double their revenue growth without selling more.