In the global real estate and construction market, the wrong decisions – even on a single project – can cost a company dearly. External and local conditions (such as macroeconomic trends, geopolitical factors, and regulation) and fierce competition make navigating this market increasingly difficult. To survive, many large global players are consolidating, with an eye toward slashing costs, boosting profitability, and balancing risks. But consolidation comes with its own challenges.

It is now a widely used term in the industry. Connectivity is extending consumers’ digital lives into their cars. Traditional OEMs and new entrants are investing billions in the race toward autonomous driving vehicles. The rise of shared mobility is changing the entire concept of car ownership and creating new business models. Meanwhile, emission regulations mean electric and hybrid vehicles could reach 25% of the market by 2025. Our global automotive and industrial team works hand-in-hand with management of OEMs, tier-one suppliers, and industrial products companies to compete in this environment. We help companies make the right consolidation moves, improve productivity and costs, optimize revenues and pricing, place the right bets on innovation, and implement changes that last

Life Sciences

Life sciences and medical device companies increasingly rely on third parties for almost every phase of their businesses. But companies put themselves at risk if their suppliers don’t adequately manage their own regulatory and operational vulnerabilities. By improving their coordination with suppliers, companies can mitigate overall risk while reducing the cost of protecting their businesses.

At a glance

• Companies increasingly turn to external vendors to do everything from making travel arrangements to conducting clinical trials.
• But they could fall short of their business objectives if they fail to manage third-party risk.
• Although many companies have stepped up their reviews of suppliers, there are still gaps between their own risk management practices and those of their vendors.
• To close those gaps, companies need to better understand the risks they face, recruit and retain high-caliber risk and compliance professionals, continuously monitor changes in their business, and proactively manage their IT infrastructure.
• As far as possible, risk-assessment methodologies should be consistent across the organization, and management should track their effectiveness.

Accounting and Financing

Complex regulatory rules, expensive legacy assets, looming cybersecurity threats, and digital innovation—including the rise of fintech—are pressuring many banks and other financial institutions to rethink their operating models. Many financial services firms—including retail and investment banks, asset managers, and insurance companies—are staying relevant by harnessing these disruptive forces rather than competing against them. We work with incumbents to navigate through the complexity and scope of this enormous challenge, select the opportunities with the best risk-adjusted return on investment, and drive the digital transformation they need to protect and enhance profitability. And we help newcomers reach rapid and sustainable growth.

Technology

Convergence and personalization. SaaS transition and cloud migration. Disrupting upstarts, de-mergers and activism. Exponential growth and overnight irrelevance. These are but a subset of the forces impacting the Technology, Media, and Telecom (TMT) sectors. Winners in this hypercompetitive field are aggressively reshaping their business models, competencies, revenue models, and cost structures. Our global team combines deep industry expertise and a set of proprietary tools tailored to the TMT industry with a proven track record of dramatically increasing enterprise value through a focus on cost, revenue, cash, or a combination of all three. One leading software player reduced operating costs by 19% in 24 months by rethinking every aspect of its operating footprint, go-to-market approach, R&D pipeline and overhead structures. A media company fundamentally changed the way it captures value from customers through time-phased value pricing algorithms. A major telco operator reversed declining performance at on operating company by executing a clear turnaround plan. How did they do it? They worked with us.