My first experience at BCG was a one-month internship. From day one, I was part of the team. I was impressed by the great support I received from my mentor and coach, who answered all my questions. What struck me most, however, was the engagement of all team members going the extra mile to make change happen at the client.
Now, as a Project Leader, I am still impressed by the reach of my work. I attend meetings with top executives of a financial company, discussing different ways to improve their organization structure. It is very rewarding afterwards to see how this organization is changing effectively.
Karolien joined BCG on an internship and later became an Associate.
She obtained a commercial engineering degree Summa Cum Laude from Katholieke Universiteit Leuven.
Prior to joining BCG Brussels as an Associate, I pursued an internship at BCG London and gained work experience at an investment bank and strategy consulting firms.
My internship experience with BCG stood out because of the high degree of responsibility and senior client interaction I had as of day one. Having significant personal impact, combined with great teamwork and atmosphere, made me choose BCG to jump-start an international career.
Nicoline holds a BA in management sciences from the Solvay Business School and an MA in strategic management from HEC Paris.
Nicoline joined the Brussels office as an Associate in 2010.
Prior to joining BCG, she worked as an analyst in M&A at an investment bank in London and has prior internship experience in banking and consulting.
I joined BCG because I found the mission and vision of the firm fitted my aspirations. After my studies, I was mostly interested in contributing to the development of society at large. Choosing consulting focused this ambition to the economic world but broadened the possibilities to all industries and to a global scale.
Indeed, we advise companies at their most critical stages of their existence, when it's about major development, large-scale change or survival. We often play a catalyst role and help our clients change their beliefs and their roadmap. Translating convictions into action really makes my work enjoyable. "What's the next frontier?" and "How to continue to change for the better even when you are already successful?" are questions we ask ourselves constantly.
In modern and contemporary art, a fine disregard for the rules of the game is key to creativity and value. It may be true for us, too.
Bruno holds a Master of law and Master of economics from the Université Catholique de Louvain (UCL) and an SEP from the Stanford Graduate School of Business.
Bruno is a professor of strategy at Solvay Business School and Louvain School of Management.
For me, strategy consulting is about working with the client to change that client's future. It is not only about generating insights but also about creating practical solutions that bring tangible results.
One of the clients I worked with was a large telecommunications operator in Indonesia. At the beginning of the project, the overall market was relatively stagnant despite the fact that the industry enjoyed the highest tariffs in the world. We challenged the conventional wisdom of the client's senior management and convinced them that the market should change—with their firm leading that change. Our recommendation was bold, as it required them to adopt an approach that had never before been tested in the market. The execution of the new strategy came quickly, and we witnessed a significant impact to the client. Revenue went up by approximately 50 percent, and the client became the trend-setter in the market.
At BCG, we show how to play a better game—and change the rules! In another project, we helped a client develop a strategy for entering Indonesia's microfinance market. There were only a handful of successful microfinance institutions in the market at that time, so we had to come in with a "blank sheet" approach. We analyzed the feasibility of entering the market, concluded that it was an attractive opportunity, and developed an entry plan. We also acted as the extra pair of hands to help execute that plan, and created a detailed operating model to keep the business running. At the project's end, the new institution was operating successfully and the results exceeded the client's expectations.
Senior Partner & Managing Director
Partner & Managing Director