Executive
Perspectives

The CEO Outlook
Caution, Optimism, and Navigating
the Road Ahead
March 2023

Coexisting global phenomena such as macroeconomic
uncertainties, inflation, changes in the labor market, etc.,
create a challenging environment for companies in 2023.
We surveyed 759 global C-suite executives across industries
to share sentiments about their company's outlook, theirbiggest concerns, and how they set strategic priorities intimes of uncertainty. The results provide us with a fresh
outlook on what is top of mind for global business leaders inearly 2023.

In this BCG Executive
Perspectives edition, we
share how C-suites
leaders view the world
and are building
resilience

We will publish two Executive Perspectives to share theinsights gathered from the survey. This first edition provides
an overview, with regional nuances; the second will provide
additional detail through an industry-level comparison.

2

Copyright © 2023 by Boston Consulting Group. All rights reserved.

Introduction to this document

Executive summary | Recent events prove the difficulties of anticipating
future disruptions, making it crucial to cut cost while fueling long-term growth

Key actions in
2023 - resetting
for growth

In the survey, only half of the C-suite leaders are expecting additional global shocks in 2023. However, the recent
failure of Silicon Valley Bank and other shows how difficult it is for executives to anticipate/ predict the future, even in
the near-term. Therefore, it is crucial for C-suite leaders to continue strengthening cost-down efforts and building
resilience while fueling long-term growth.

In response to the uncertainties, companies are taking action on all fronts, with cost reduction, talent/people
development, and innovation being the most important ones
• Regardless of region, cost reductions are a key priority, with a focus on efficiency, instead of pure cost-cutting• North America: Particularly focused on talent, both reducing headcount and improving EVP, to address talent challenges• Asia: Has a stronger growth mindset, taking more customer/product actions (e.g., improve customer retention)• Europe: More conservative towards innovation, but are more actively investing in climate & sustainability
Overall, C-suite leaders think their capabilities to address uncertainties are generally sufficient, but deficiencies identified insupply chain, top-line, adaptable organization, and transformation.

How leaders
createcompetitive
advantage

While everyone recognizes the challenges from macroeconomics, a few players have built strong capabilities andoutperformed industry peers with higher TSR performance. They have done this by reinvesting resources freed up fromcost savings into growth actions to fuel long-term success even during downturns.
BCG is the right partner to seize the opportunity of uncertainty and help companies build competitive advantage.

3

Copyright © 2023 by Boston Consulting Group. All rights reserved.

Uncertainty is
still highly
relevant in 2023

Heading into 2023, C-suite leaders generally hold a cautiously optimistic view towards their company's performance while
recognizing uncertainty is still the biggest challenge.
• ~75% think macro uncertainty is a key challenge, with Asian leaders being more confident than rest of the world

Sample overview | Respondent demographics and quotas

759 Respondents surveyed between Jan. 30 to Feb. 21, 2023
… by role/business title

7%… by region
29%

7%… by industry
Consumer Goods

29%

21%

Tech/Media/
Telecom

26%
19%

18%

Industrial Goods

26%

16%

Health Care

27%

15%

6%

Asia
CEO

CFO

CXO who reports
directly to the CEO

BU/Region CEO

COO

Other1

Europe5%

North South Middle
America America East

.1. Chief of Staff, Chief Transformation/Growth/Customer officer, Chairman of the board

3%

Africa11%

Infra./ Trans. & logistics/
Travel & tourism
Financial
Institutions
1%

Pacific

10%9%EnergyInsurance
Other

6%
3%
6%

BCG Executive
Perspectives
Uncertainty is still highly relevant in 2023

Key actions in 2023—resetting for growth
How leaders create competitive advantage

5

Copyright © 2023 by Boston Consulting Group. All rights reserved.

AGENDAMajority of C-suite leaders recognizing uncertainty is still the key challenge
in 2023; nonetheless, only half are expecting additional shocks

However, only ~50% are expecting additional global shocks in 2023
Expect additional global shocks they cannot foresee today toimpact their company in 20232

49%

61%
Of all respondents
expect macro
uncertainty to be a
key challenge for theircompany in 20231

49%

Have more clarity today about how to balance tradeoffs vs.
12 months ago2

62%

62%

56%

57%

68%

Have enough certainty about their company's mid-term
outlook to make long-term investment decisions2

58%

59%

71%

Asia leaders more
confident than therest of the world

1. Survey question: What are the biggest challenges for your company to weather the evolving global headwinds in 2023? 2. Survey question: How do the evolving global headwinds and uncertainties affectyour company's decision making in 2023? % of respondents that "Strongly agree" or "Agree" to the statement. Note: Asia excludes Middle East.
Source: BCG analysis based on a global C-suite survey with n = 759 respondents

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73%

51%

The recent failure of Silicon Valley Bank and others - combined with thesurvey results - shows how difficult it is for executives to anticipate the future2023/03/17… that few executives foresaw at the beginningof the year

1%

2023/03/10

of executives surveyed identified financing
and capital market volatility as one of
the risks in 2023

… leading to less preparedness for financial
challenges
of executives surveyed planned on actions tosecure liquidity in 2023

2023/03/17<20%% of respondents taking financial actions

18%

18%

17%

Increasecash reserve

Secure futurefinancing options

Reduce debt

2023/03/17

Source: Media, BCG analysis based on a global C-suite survey with n = 759 respondents

7

Copyright © 2023 by Boston Consulting Group. All rights reserved.

Recent collapse of banks has sparked a newwave of concerns…

Heading into 2023, executives view inflation and economic uncertainties asbiggest risks, while digital & technology as opportunities
Expected impact of global phenomena on company performance in 2023
Direction of impact1

Magnitude3
Small

60%

MediumLarge

Climate & sustainability Digital/tech/
AI disruption
commitment
Likelihood20%% of respondents whobelieve phenomenon has
a high chance of
impacting their company

Changes in consumer
expectations/behavior

Risks

60%

COVID-19/new
pandemic outbreaks
Energy crisis

80%

War in Cyber risks
UkraineSupply chain Labor market
changeschanges

Changes ingeopol. situation

Inflation/risinginterest rates

Uncertain
economic outlook

100%
0%

35%

50%

70%

80%

1. Survey question: What is the expected direction and magnitude of the impact of these global phenomena on your company's performance in2023? Counted as overall positive (negative) if ≥50% of respondents view it as positive (negative). 2. Survey question: How likely are the following
global phenomena to impact your company's performance in 2023? Counted % of respondents that selected "Very likely" or "Rather likely". 3.
Survey question: What is the expected direction and magnitude of the impact of these global phenomena on your company's performance in2023? Weighted average response shown. Source: BCG analysis based on a global C-suite survey with n = 759 respondents

Apart from their responses toqueried phenomena,
respondents across regions alsomentioned regulatory andpolitical risks• “Change in UK government,”“Brexit,” “general election,”and “local elections”—mostoften mentioned by
European respondents• Governmental policies andlaws that subsidize or
disadvantage certain
companies/sectors
8

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Opportunities% of respondents who expect a positive/negative impact

Views on global phenomena vary by region

Global phenomena marked as key risks or opportunities in 2023 by region

Top 3 risks1

Top 2 opportunities2

EuropeAsia

1Inflation

Inflation

Inflation

2

Labor market

Energy crisis

Uncertain economic
outlook3

Uncertain economic
outlook

Uncertain economic
outlook

Supply chain

1

Digital/tech/AI disruption

C&S commitments

Digital/tech/AI disruption

2

Changes in consumer
behavior

Digital/tech/AI disruption

Changes in consumer
behavior

Note: Asia excludes Middle East. Source: BCG analysis based on a global C-suite survey with n = 759 respondents• Risk of energy crisis
especially high• Particularly positive
toward climate &sustainability• Changes in
consumer demand
provide opportunities
for many• COVID-19 still more aconcern than for restof world

9

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North
America• Most concerned about
talent shortage• Divided picture on
climate & sustainability

C-suite leaders go into 2023 generally optimistic, but less confident about
their company's ability to outperformtheir company's performance in 2023 …

… but only ~40% confident they will
outperform% of respondents1% of respondents1
Optimistic

GlobalBelow industry

Pessimistic

79%

21%

83%

17%

Global

12%

28%

11%

79%

21%

7%

European leaders are least optimistic aboutcompany's performance, likely because they recognize
uncertainties around macro environment
Note: Asia excludes Middle East. 1. Survey question: What is your outlook on your company’s
performance in 2023 relative to its industry?
Source: BCG analysis based on a global C-suite survey with n = 759 respondents

49%

16%

72%

On par

49%
50%
49%

Above industry
39%
35%
39%
44%

Asian leaders are most confident in theircapability to outperform industry as there's
less concern about macro uncertainties

Higher % vs. other regions

Lower % vs. other regions 10

Copyright © 2023 by Boston Consulting Group. All rights reserved.

4/5 of C-suite leaders optimistic aboutIn response to uncertainties, C-suites leaders are aiming to bring cost down
while building capabilities to fuel growth
Growth and cost—typically in combination—
are on top of everybody's priority list for 2023…

Respondents stress the need for a balanced
focus on cost and growth in times of uncertainties

Focus on key brand launches [...] to bring the company
to the next level while keeping costs under control

Managing cost to the macro environment [...], structural
re-org and separation of some of the business areas, people
agenda (employee value proposition, upskilling, insourcing…and some specific topics (e.g., innovation or
people) indicate where executive's focus will go
Source: BCG analysis based on a global C-suite survey with n = 759 respondents

critical skills such as software engineering)-- CIO, telco
11

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-- CFO, pharmaceuticals company

BCG Executive
Perspectives
Uncertainty is still highly relevant in 2023

Key actions in 2023—resetting for growth
How leaders create competitive advantage

12

Copyright © 2023 by Boston Consulting Group. All rights reserved.

AGENDA2023 Actions| Companies are pulling levers on all fronts in response to
macro uncertainties—costs, talent, and innovation are highest priorities
Planned actions to navigate uncertainties in 2023
% respondents1
2023

Cost reduction/
efficiencies

72%

Talent, people, &organization

59%

Innovation

54%

Financing45%

Supply chain/
operations

39%

Top-line/customers

36%

M&A

24%

Top 2 levers

Process/Op model redesign

52%

Organizational simplification

47%

EVP enhancement42%

Up-/re-skilling41%

3% of respondents
planning to take noaction in 2023

Missedopportunity for
preparedness -Most C-suite leaders focus on cost
reduction to combat high inflation.
Particularly, they are looking to
improve operational efficiency.
Meanwhile, many seek growth
opportunities in 2023 through upskilling talent, tech innovations, etc.

Tech innovation

45%

Business model innovation

38%

Increased fin. plan/forecast/report

29%

AR/AP optimization

26%

Supplier renegotiations

30%

Supplier diversification

26%

Price increases

23%

New product/service launches

23%

Market-/product-extension merger

14%-- Chief Impact Officer, Salesforce

Horizontal merger

13%

at WEF in Davos

Tech firms aretaking the least
financing actions(33%), but are mostimpacted by recent
collapse of banks

1. Survey question: What meaningful actions will your company take in 2023 to mitigate risks, accelerate opportunities, or change trajectory ofopportunities specifically to respond to evolving global headwinds? Source: BCG analysis based on a global C-suite survey with n = 759 respondents

My mantra in this area is 'Don't let perfectbe the enemy of good' - we have to go
fast and we've got to put transparency at
the heart of the effort

13

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Actions related to2023 Actions| Cost reduction is the priority for all regions; each region has
different mix of priorities based on market context
Actions planned for 2023 to navigate uncertainties by region
Higher % vs. other regions

North
America

Europe67%

73%

Cost reduction/
efficiencies
Talent/people actions

71%

Innovation

Financing

Supply chain/
ops actions

57%

40%

29%

Top-line /customers

29%

M&A

27%

Lower % vs. other regions

Asia
72%

52%

57%

51%

58%

39%

49%

42%

• Higher focus on
improving financial
position and top-line
performance

42%

36%

24%

• Many C-suite leaders arethinking about talentactions – e.g., Techfirms are not only layingoff, but also investing in
EVP2 to win in a marketof talent shortage

41%

23%

Note: Asia excludes Middle East. 1. Survey question: What meaningful actions will your company take in 2023 to mitigate risks, accelerate
opportunities, or change trajectory of opportunities specifically to respond to evolving global headwinds? 2. Employee value proposition
Source: BCG analysis based on a global C-suite survey with n = 759 respondents

We continue to be prudent and proactive by
focusing on optimizing labor andpurchased service costs, enhancing
productivity, etc.
-- Chairman and CEO, industrial & machinery
14

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% of respondents1

2023 Actions| Cutting costs and improving efficiency is top of mind for Csuite executives—majority redesigning op model & simplifying org. structure>2/3 plan to take cost actions in 2023, with different levers to be pulled% of respondents1
Higher % vs. other regions

Cost reduction/
efficiencies
Cut direct
spend

Europe67%
39%

Redesign
processes/
op model

Asia

73%

72%

39%

51%

37%

58%

51%

Reduceindirect spend

42%

44%

45%

Simplify org.
structure

46%

48%

47%

Other

4%

3%

Asia also has strong focus
on cost, despite more
optimistic performanceoutlook vs. other regions

1%"Structured expense efficiency program," "Offshore call center at lower cost,""Evaluate and reduce non-necessary fixed cost containment," "Reduce headcount and delay bonuses"
Notes: Asia excludes Middle East. 1. Survey question: What meaningful actions will your company take in 2023 to mitigate risks, accelerate
opportunities or change trajectory of opportunities specifically to respond to evolving global headwinds? 2. % of n = 543 respondents that
selected "Cost actions." Source: BCG analysis based on a global C-suite survey with n = 759 respondents

89%2

Optimize organizational
structure to increase
efficiency for cost-saving

78%2

Of companies that take costactions cut either direct
and/or indirect spending

50%2

Companies combine costcutting and efficiency
improvement to tackle costfrom multiple angles

15

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North
America

2023 Actions| Regions face different exposure to global phenomena and take1
different actions to address the environmentxMore than global meanxLess than global mean

North America

EuropeAsia

global mean

49%

47%
39%

29%

1

Tech
innovation

2

New
product
launches3

Financialactions47%
Lay-offs(>10%)

EVP
Supply chain
enhanceactions
ment

5

6

7

7

2 Less focus on supply chain despite 75%

5 Despite labor market concerns, lay-offs

8

6 High focus on supply chains vs. global

93 High focus on tech innovation as digital/techis a large opportunity—but not used for
product launchesrisks, but adjusting finances not done by all
and talent retention are much lesscommon vs. NAMR
mean

42%
23%

Increase Optimiza- Supply
in cashtion ofchain
reserves AR/AP
actions

4 Inflation and energy crisis posing large

expecting negative business impact

32%

21%

1 Strong actions on labor market changes:

both workforce reduction and talent retention

Key risks andopportunities

42%

17%

12%
Lay-offs
EVP
Supply(>10%) enhance- chain
ment
actions

38%

8

22%

New Customer
product retention
launches

9

More likely to adjust their financial
position as a response to inflation andrising interest rates
High focus on supply chain as this poses
the 3rd largest risk to Asian companies
Stronger customer & product focus—
more likely to view demand changes asopportunity

Notes: Asia excludes Middle East. Survey question: What meaningful actions will your company take in 2023 to mitigate risks, accelerate opportunities, or change trajectory of opportunities specificallyto respond to evolving global headwinds? Source: BCG analysis based on a global C-suite survey with n = 759 respondents

16

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Different
actionsprioritizedfor 2023

2023 Actions| While growth is a priority, C-suite executives are polarized onwhether to take actions to boost growth
Increasing spread between respondents who take nogrowth actions vs. double down on growth actions

North
America

2023

9%

7%

5%

4%

+17%

Asia

Europe
5%

+25%

16%

13%

16%
20%

18%
No growth actions
7 or more growth actions

With macro uncertainty being less of a concern, Asianleaders have the bandwidth to focus on growth actions

Note: Asia excludes Middle East. 1. Growth actions include business model innovations, tech innovations, horizontal mergers, vertical mergers, market- or product-extension mergers, conglomerate mergers,17
production process redesign, employee value proposition enhancement, up-/re-skilling, new product or service launches. Source: BCG analysis based on a global C-suite survey with n = 759 respondents

Copyright © 2023 by Boston Consulting Group. All rights reserved.

2022

Asia is most focused on growth action, while Europe
is least invested in growthInvestment| Companies are showing a strong appetite to invest on multiple
fronts, with talent retention and innovation at the top of the list
C-suites leaders show strong appetite to invest in multiple areas to address
current challenges and build advantages% of respondents who selected the topic as a current significant investment area1
Most companies are deeply involved in adigital and/or climate & sustainability
journey, both requires new capabilities
75%

71%
62%

60%

58%

58%
49%

TalentProduct/
retention/
servicedevelopment innovation

Cyber
security

Digital & AI Digital & AI Business(internal/ (external/
model
processcustomer transforfocus)
focus)
mationHiringProduction
capacity/equipment

47%

C&S /
ESG

% of respondents who selected the topic as asignificant long-term investment area1

43%

M&A

1. Survey question: Which of the following areas are currently (2022/2023) significant investment areas for your company?
Source: "Talent Is the Great Antidote to Uncertainty", bcg.com; BCG analysis based on a global C-suite survey with n = 759 respondents

54%

C&S /
ESG

54%

54%

50%

49%

Digital & Digital & Product/ Cyber
AI
AI
servicesecurity(internal/ (external/ innovation
process) customer)

18

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75%

High consensus on current focus
of investment to foster growth

Climate and Sustainability,
as well as Digital & AI are
expected to be the investment
priorities in mid to longterm to seize the opportunities

Investment| There’s global consensus on top investment areas for fueling
growth; regional nuances are key to building advantage% of respondents stating that this topic is currently a significant investment area for their company1
EuropeAsia

Product/service
innovation

80%

1

71%

2

73%

Talent retention/
development

78%

2

71%

3

80%

Cyber security

72%

73%

1

71%

3

Business modeltransformation

63%

Hiring63%

59%

Digital & AI
(internal/process focus)

59%

60%

67%

Digital & AI
(external/customer focus)

59%

59%

66%

57%

Regional differences
Higher % vs. other regions

2
1
3

58%
56%

M&A

48%

47%

Production capacity/equipment
Climate &sustainability/ESG

44%

51%

53%

41%

55%

45%

NAMR more active in hiringwhile also more inclined to lay
off talent
Asia strongly leveraging digitaland AI to address changing
consumer demands

35%

Note: Asia excludes Middle East. 1. Survey question: Which of the following areas are currently (2022/2023) significant investment areas for your company?
Source: BCG analysis based on a global C-suite survey with n = 759 respondents

European leaders invest more
vs. other regions to seize
opportunities of C&S
commitments

19

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North
AmericaCapabilities| Capabilities for tackling uncertainties are generally sufficient,with room for improvement especially in supply chain and top-line

Avg. response & StDev.

Select resilience dimensions

Largest deficiencies related to… (% respondents2)

3.3

Resilient supply chain& ops

Resilient customer
base & revenues

3.4

Adaptable organization& people

3.3

Business performance& transformation

3.4

Safe & modular
technology

3.4

Risk detection &management

3.6

1

2

3

4

…with some deficiencies identified

E-2-E supplier network visibility

26%

Proactive supplier risk management25%

E-commerce & digital sales

31%

Dynamic pricing

25%

Change management & adapt to agile

25%

Lean org. with efficient processes

26%

Tech function optimized for efficiency

27%

Cyber security

18%

Risk measurement and governance

19%

Example actions to build capability• Create multi-layer supplier mapping• Identify potential exposures at thepart, supplier, location level
Click here for more details• Adopt new pricing model• Drove personalization and sales
efficiency with AI
Click here for more details• Create the culture and environment
for change, with leader enablement• Make de-averaged workforce
reduction and streamline structure
Click here for more details• Modernize tech stack• Adopt a zero-trust security approachfor risk mitigation• Build an early warning system andcontinuously scan the environment
for emerging risks

5

1. Survey question: How would you rate your company's current capabilities across the following dimensions? 2. Minor or large deficiencies
Source: "CEO Dilemma" series BCG Executive Perspectives; "Becoming an All-Weather Company", bcg.com; BCG analysis based on a global C-suite survey with n = 759 respondents

20

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Self-assessment shows capabilities generally sufficient1…

BCG Executive
Perspectives
Uncertainty is still highly relevant in 2023

Key actions in 2023—resetting for growth
How leaders create competitive advantage

21

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AGENDAAll CEOs recognize the macroeconomic challenges, but few players havebuilt strong capabilities and outperform their industry peers
Companies with highest resilience capabilities2 outperform their industry
peers on various dimensions… 12% reported to have built
up capabilities to respond to
uncertainties
Total score of capability assessment(on a scale of 100)1…higher TSR vs. industry average in times of uncertainty3
Deviation from overall median in ppts

15ppts16%

13%

Industry13%

6%0%Consumer

Leaders2

18%

12%

-2%

91

Leader2

Energy

0%

-1%

-1%

Financial
institutions

Health care

Industrial
goods

-3%
Insurance

66

1.4x

… more optimistic about their company's outlook and performance

Industry
Peers

12ppts…lower likelihood to face challenges navigating uncertainty

1. Survey question: How would you rate your company's current capabilities across the following dimensions?
2. Defined as a company that evaluates its capabilities across 19 dimension as follows: majority is 5 ("very good"), majority of the rest is 4 ("good") and no dimension is below 3 ("just sufficient").
3. Company TSR data based on January 2022-January 2023 averages. 3. Defined as a company that has "very good" capabilities in at least half of the categories, "good" capabilities in at least half of therest, and no deficiencies.
Source: Capital IQ, BCG analysis based on a global C-suite survey with n = 759 respondents

22

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While >70% executives see
macroeconomic challenges…

Leaders strike a balance between cost-cutting and reinvesting freed resources
into long-term growth opportunities~80% of companies reduced costs in 2022 to free up resources…

Planned growth actions in 2023(% of respondents)+15ppts

38%

Enhanceemployer value
proposition tofoster employee
retention+24ppts
68%+16ppts

53%

40%

47%

46%

Industry
Leaders

71%

65%
52%

56%

44%

30%

Up-/ re-skill
to build
capabilities

Innovate
Innovatebusiness model technology
to enhance
to improve
product value products andprocesses

C&S
investment1

Largest gaps between leaders andtheir industry are in the focus on
product and process
innovation for long-termcompetitive advantages, as wellas enhancing employer value
proposition

Hiring newtalents

1. In the long term (next 3 years). Source: BCG analysis based on a global C-suite survey with n = 759 respondents

23

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…compared with their peers, leaders actively invest those freed
resources to seize growth opportunities

Two leading moves

82%

Expect inflation and high interest rates toaffect their company's performance in 2023

52%

Lack capabilities in comprehensive costmanagement or lean organization

97%

Will take action in 2023 to address global
headwinds; 71% plan cost reductions

all companies should take1

Cut costs by pulling multiple levers—spend
reductions, org. streamlining—to quickly free
up funds for growth investments

2

Invest in the future, i.e., talent/capabilities
and selective bold moves, to take advantageof the downturn and outpace competition

Source: BCG analysis based on a global C-suite survey with n = 759 respondents

24

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Why now is the time to act

BCG is well positioned to support your organization with cost cutting andbuilding capabilities that foster growth
For any questions reach out to
BCG's Central Resilience Team$ORGANIZATIONAL
STREAMLINING

DIRECT/INDIRECT
MATERIALS
OPTIMIZATIONOPERATING-MODEL
AND PROCESSREDESIGN

FULL STRATEGIC OPS
TRANSFORMATION

Ryoji Kimura• Spans and layers• Simplification• Redundancy
elimination …

• Demandmanagement• Variance reduction• Contract mgmt. ….

• Activity optimization• Tech landscape
simplification• Lean manufacturing
process• Strategic sourcing• Digital supply chain• Production
efficiency…

Alexander Roos

10-25% of addressable
costs (e.g., direct, indirect
labor cost)1$

5-15% of addressable2
procurement spend,incl. IT and tech spend$$

20-30% oflabor costs$$$

10-20% of all
operating costs

Global Leader—Corporate
Finance & Strategy
Kimura.Ryoji@bcg.com
Tokyo
Global Co-Leader—Center for
CFO Excellence
Roos.Alexander@bcg.com
BerlinJessica Apotheker
Managing Director & Partner
Apotheker.Jessica@bcg.com
Paris…and capability building
Digital and AI

C&S

EVP and retention

Change management

New digital platforms,
tools, databases, etc.,
to build capabilities,e.g., new tech stack,agile WoWE2E transformation to
make sustainability
profitable and thus
scalable

Compelling EVP andincentives to encourage
retention and attract
new recruits

Using culture andchange management todrive transformationand sustain results

Daniel Feldkamp

1. G&A, sales, all managers across enterprise; 2. 25-55% of operating costs, procurement spend includes IT and tech costs

Managing Director & Partner
Feldkamp.Daniel@bcg.com
MunichGideon Walter
Managing Director & SeniorPartnerWalter.Gideon@bcg.com
25
New Jersey
23

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Support full cost transformation with…

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