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Ketil Gjerstad is the leader of Boston Consulting Group´s strategy business, one of the three business lines in the firm's Corporate Finance & Strategy (CFS) practice. Prior to this, he led the CFS practice in the Europe, Middle East, South America, and Africa region.

Ketil focuses on working with clients to unlock their full value potential by leveraging BCG’s expertise in strategic foresight and scenarios; corporate, portfolio, and capital market strategy; growth and innovation; end-to-end M&A including carveouts and integrations; and larger transformations and turnarounds. He brings a strong shareholder perspective to his work and has successfully supported CEOs and CFOs in a large range of industries.

Ketil is also a member of BCG's Principal Investors & Private Equity practice, and has supported more than 200 commercial due diligences (buy- and sell-side) for industrial and financial investors.

AREAS OF EXPERTISE

EDUCATION


  • MSc, finance, NHH—Norwegian School of Economics

Publications and Videos

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Your Growth Strategy Depends on Your Starting Point

There’s no one-size-fits-all strategy to drive revenue growth. Our latest research reveals six starting-point archetypes, each associated with a different path to success.
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Most Innovative Companies 2024: Innovation Systems Need a Reboot

Companies have never placed a higher priority on innovation—yet they have never been as unready to deliver on their innovation aspirations. And GenAI is coming.
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How Companies Can Speed Up the Business of Business Building

New ventures often fail—but digital capabilities change the odds. By following a business-building playbook based on your company’s strategic assets, you can accelerate growth dramatically.
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Bringing Science to the Art of CEO Succession Planning

By adding a systematic approach to a process often driven by instinct, boards can ensure that they select the right leader at the right time.
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Husqvarna: Honing a Competitive Edge

The world-famous power tool maker reorganized, refocused its product lines, and revved up its margins, achieving a remarkable turnaround with record results.
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Danske Bank: Rediscovering the Customer

Following the 2008 financial crisis, Danske Bank launched a dramatic comeback with a campaign to boost margin, streamline operations, and win customers with digital services.
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The Nordic Comeback Kids: Turnaround Stars and Their Stories

These value creation stars ranked in the top quartile of value creation after a turnaround. Although they took different paths, all followed three core principles.
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Royal Unibrew: Crafting a Turnaround from a Winning M&A Move

After a near-brush with bankruptcy, this beer maker parlayed a strategic acquisition into a well-devised corporate repositioning for rapid growth and expansion into new markets.
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BillerudKorsnäs and Metsä Board: Two Paper Companies, Two Routes to Reinvention

Digital decimated the paper industry worldwide. These two century-old companies rebounded by shifting to packaging—one via M&A, the other by revamping its portfolio.
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The CFO’s Vital Role in Corporate Transformation

CFOs can maintain a relentless focus on value creation by serving as strategic advisors to business leaders, overseeing performance, and communicating a persuasive equity story to investors.
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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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Capitalizing on the Demand for Durables

Manufacturers have benefited from the global economic recovery. To continue that momentum, they must design new products around digital technology, identify pockets of growth, and tap into emerging markets.