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Jeff Gell joined Boston Consulting Group in 1999. He is a core member of the Consumer, Principal Investor & Private Equity, and Corporate Finance & Strategy practices at the firm. Jeff was previously BCG's global transaction and integration excellence leader, global consumer products sector leader, and corporate strategy topic leader.

Jeff has worked with clients in a broad range of consumer-facing industries, including foods, beverages, snack foods, paper products, household products, personal care products, and consumer durables. He has worked for large publicly traded companies, large family-held companies, and sponsor-owned businesses, in North America, Europe, and developing markets.

Since joining BCG, Jeff has created corporate portfolio strategies for multiple leading consumer goods companies. He has supported over 200 buy-side transactions and over 20 divestitures or carve-outs. In addition, he has led engagements covering the international route-to-market strategy for multiple consumer products manufacturers, local category growth strategies (including product portfolio, innovation, branding, in-store), holistic end-to-end profit improvement programs, organizational redesign for both cost efficiency and effectiveness, and pricing/trade spending and net revenue realization capability development.

Prior to joining BCG, Jeff worked as a research assistant at the National Bureau of Economic Research, focusing on executive compensation and incentives. He also spent a summer living in Tokyo working as an editorial intern for Kodansha Limited, a leading Japanese book and magazine publisher.

AREAS OF EXPERTISE

EDUCATION

  • MA, first-class honors, philosophy, politics, and economics, Oxford University
  • AB, summa cum laude, economics and government, Harvard University

Publications and Videos

The 2021 M&A Report

The 2021 M&A Report: Mastering the Art of Breaking Up

Many companies are eyeing divestitures in the current environment. Are they likely to create value? What is the best path to success?
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COVID-19’s Impact on Global M&A

M&A can play a major role in helping companies survive the crisis. Preparation, steady nerves, and a willingness to be bold are the keys to success.
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The 2019 M&A Report: Downturns Are a Better Time for Deal Hunting

M&A dealmakers can take advantage of downturn opportunities to position their company for profitable growth during the recovery.
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The 2019 M&A Report: Dealmakers Do Well in Downturns

Capital markets reward dealmakers who take the risk of pursuing acquisitions in a weak economy.
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The 2019 M&A Report: How to Master M&A in a Downturn

Success requires careful preparation, thorough execution, and, especially, bold decision making in uncertain times.
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Riding the M&A Wave in Consumer Goods

Market conditions are favorable for M&A. Expect a lot of deals, and expect most to destroy value—until companies learn how to turn the tide and create value.
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Unlocking Growth in CPG with AI and Advanced Analytics

Valuable insights are buried in brands’ vast troves of data. Here's how companies can use that data to go beyond pilots and achieve scale.
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Accelerating Digital Innovation in CPG

CIOs at CPG companies have a new responsibility: enabling revenue growth. A BCG-GMA survey shows that they have a long way to go to fulfill it.
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Why Consumer Goods Companies Need to Build, Buy, and Broker

For decades, makers of fast-moving consumer goods have outperformed companies in most other sectors. But as market conditions get tougher, they’ll need a three-part plan to create value.
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Zero-Based Budgeting for the Growth-Oriented CEO

These programs can deliver impressive savings, but the overriding goal should go beyond cost cuts to enable the company’s overall growth agenda.
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Three Ways Nondurables Companies Can Create Value in a Tough Market

Nondurables companies seeking to deliver returns to their shareholders need to get back to fundamentals—strong brand portfolios, core capabilities, and business systems that give them an edge.
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Four Strategies for Creating and Sustaining Value in Dairy

For dairy companies, it’s still a two-speed world. Success in both mature and emerging markets hinges on end-to-end operational excellence and the right value-creating strategy.