BearingPoint CEO Peter Mockler on the firm’s strategy and plans

17 May 2017

Global management and technology consulting firm BearingPoint reached another peak in 2016. With record revenues and growth across all service lines, industry segments, and regions, the firm is well on its way to its ambitious strategy of breaking through the €1 billion in revenue barrier by 2020. Peter Mockler, BearingPoint’s Managing Partner who has been at the helm of the consultancy since the buyout in 2009, reflects on the firm’s performance and plans going forward.

How was last year for BearingPoint?

Our revenues grew by 10% to €622 million, reaching another record. All service lines, industry segments and regions showed positive revenue trends and solid growth rates. The firm reported year-over-year net bookings growth of 13% which means that we accelerated our business development. As a result, we stay committed to our 2020 goal of €1 billion in revenue. Most importantly, BearingPoint’s growth was sustainable and profitable, allowing us to make further investments in our client services. We also invested strongly in recruiting top talent and developing our people. The firm again received several awards, underlining our strength in proven tech packages with rapid market impact. I am really proud that we achieved all these results despite challenging economic and political conditions in Europe.

What was your focus in terms of strategy?

After validating our strategy in 2015, we decided that 2016 would be all about execution, so we focused on a strategy-to-results approach. Our strategy is indeed paying off. The combination of consulting, solutions and ventures is the right set-up. Projects focused on regulation and digitalisation as well as the technology solutions business were strong drivers of growth. So we made further investments in our focus areas of digital transformation and regulatory technology. We also invested in the expansion of our geographical coverage, opening new offices in Singapore, Portugal (in the country’s capital, Lisbon) and the Czech Republic. 

Peter Mockler - BearingPoint

How important is a local presence in an era of global connectivity?

We believe in a global language, but with local dialects. Our services and project teams can of course be made available and deployed across borders. But long-term relationships and trust are forged locally. After building a foundation of mutual trust, you can then increasingly work in a virtual space and ensure a seamless quality of the services across borders. We use the opportunity to work in different countries and collaborate in teams with people from different cultures in order to develop novel solutions for our customers by leveraging diversity.

Geographic growth also means growth of complexity. How do you deal with that?

It’s true, having established presences in China, the Czech Republic, Italy, Portugal, Romania, Singapore, the UAE and the US over the last three years, we had to reorganise parts of our regional structure. For example, we divided the Central Continental Europe region, which has seen very strong development, into two new regions, GCR (Germany, Czech Republic, Romania) and SIA (Switzerland, Italy, Austria), which took effect January 1, 2017. In this way, we ensure sustainable growth and agility. We also put an even stronger focus on developing BearingPoint’s presences outside of Europe as well as the global consulting network comprising the alliance partnerships. Against this background – new regional structure and globalisation – we created three new dedicated leadership positions to back-up our strong development.

What were your key initiatives driving growth?

In 2016 BearingPoint continued to build its unique ecosystem of innovation. It integrated start-ups, clients and consulting power, providing a customised mix of technology, ideas and funding to spark growth. We launched ten new Accelerators, our highly focused, effective and tested solutions designed to accelerate positive change in areas that are important to our clients. We initiated a Shark Tank innovation concept and generated 420 new ideas through the BE an Innovator process. We further anchored our positioning as a digital consultancy in the market by successfully pushing our digital ecosystem management (DEM) offering and further educated our own people on our wide range of tech products and services. Our Solutions business continued to show strong progress. Besides the market success of DEM resulting in many new client projects, we expanded the international reach of our regulatory technology services, which drove extraordinary growth and market recognition. All these efforts resulted in improved analyst consulting rankings, notably by Gartner, IDC and others, in particular in the areas of FinTech and RiskTech.

What does sustainability mean to BearingPoint?

There are three ways how we exercise our responsibility for the sustainable development of our firm, our clients and society at large: one economic, one environmental and one social. It all started with the economic dimension. We made stewardship one of our guiding principles right from the beginning: we are determined to develop our people and our capabilities in order to build a stronger, healthier and wiser organisation for the benefit of future generations of employees. The environmental dimension is also rooted in the idea of stewardship. Hence, we call it environmental stewardship and its purpose is to improve efficiency, to reduce waste in operations, and to address BearingPoint’s responsibility to be an exemplary global corporate citizen. Our social engagement to support sustainability is focused on our social purpose which is the development and understanding of the human mind.

BearingPoint offices globally

We created the BearingPoint Foundation, a charitable organisation, to deliver on this purpose. We pledged to invest at least 1% of the firm’s annual profits through the Foundation by giving our time and expertise, raising and donating money and providing our products and research. We also strongly believe that the development of our people is critical to our firm’s long-term success and put a lot of resources into our leadership development and the concept of diversity. Sustainability is in our corporate genes and emerged in a variety of ways over time. However, we pulled it all together and put it into a structure to allow for more impact through bundling.

Where is the firm headed in 2017?

While we always will stay adaptive, 2016 made us even more confident that we are on the right track with our strategy. 2017 will be centred on innovation, continued strategy execution and maintaining the momentum the firm gained in 2016. However, 2017 also sees important political votes in our two largest markets, and we must remain vigilant and flexible to any market changes. By doing so, we will continue our journey towards our goal of €1 billion in revenue by 2020 and a prosperous future for our clients and our firm.

For more information on BearingPoint's performance and sustainability footprint see this special micro-site the firm launched.


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Robert Park on the launch of his consultancy RWG Enterprises

18 April 2019

Following a lengthy spell as a General Manager at an international materials corporation, Robert Park was keen to rediscover his inner entrepreneur. With the launch of his new consulting firm, RWG Enterprises, Park spoke with to outline his hopes for the future of the company, and how he believes his boutique will be able to challenge the market.

Robert Park commenced his career in retail, taking up a string of General Store Manager positions with companies – including Poundstretcher and The Gadget Shop – before making the 2005 move that would lead him to a 13-year stay with Morgan Advanced Materials. First taking up a role as Production Supervisor with the organisation, Park quickly worked his way to the upper echelons of the group. By 2013, he held the role of UK Operations Manager for the company’s UK ceramic core business, Certech UK, before seeing out his final four years at the firm as General Manager, leading the senior management team and strategic direction of the business.

Despite his success with the firm, however, Park found himself getting itchy feet. A change of career seemed increasingly appealing, and by February 2019, the time to take a new path had arrived.

Park explained: “I was losing the ability to to use the entrepreneurial flair that I had enjoyed in the past; the organisation was moving more towards a structured and common approach for doing things, and that made me feel restricted. I also really enjoy the troubleshooting, problem solving side of my role. However, having been in my last post for four years, the troubleshooting and firefighting was long behind me. I realised that I am really energised by tackling difficult issues or turning around things that are clearly struggling.”

New consulting firm RWG Enterprises launches

His criteria for a new career seemed to point conclusively in the direction of management consulting, and while his CV has no formal experience in the sector, Park believes his career to date has provided him with a wealth of transferable skills. During his time with Certech at Morgan Advanced Materials, he became a Senior Manager at the age of just 21, and went on to succeed in a harsh factory environment where six former candidates had previously failed to deliver results.

Later, he became the group’s youngest General Manager in its history, and was involved in the turnaround of numerous departments. He also developed vast experience dealing with a wide range of ‘people’ challenges, including re-organisation, talent development, talent acquisition and leadership development. Along the way, Park noted that he learned to deal with large, blue chip organisations such as Rolls Royce, securing major long-term contracts worth upwards of £25 million.

Now, he hopes to take that know-how and apply it to the diverse world of consulting work. Park elaborated: “I really want to be able to help organisations that feel that there is no hope or have lost faith in the business… Having been there myself I know how helpful it would have been to have someone to refer to in times of crisis… The firm will also focus on leadership development, as I spent a lot of time with the global graduate program during my corporate career… and I was really motivated to see these individuals grow and develop… helping them to find their own way through challenging situations.

New enterprise

Park’s new Derby-based consultancy, RWG Enterprises, will focus on five key operational fronts. As stated, leadership development and business rescue will be two of these areas, as well as manufacturing – where the firm will tackle challenges such as new product introduction. RWG will also offer financial advisory services and strategic business planning offerings.

While Park is understandably guarded about the firm’s initial engagements, he revealed that he has been “speaking at length to a well-known university and business school about providing mentoring and coaching support to students.” In the long-term, the aim is for RWG Enterprises to take on engagements from clients across the industrial spectrum. He added that as “the company is very embryonic”, it would be “foolish” to become too focused on target clients at this stage.

When asked how RWG Enterprises intends to differentiate itself from the rest of the pack, in an ever-more-crowded UK consulting sector, Park is undaunted by the task ahead. He stated, “I think the main differentiator is that we are small... I have operated at a very senior level for many years but I have enjoyed a very diverse background having worked in most functions within my last organisation. I also won’t take on any work or clients that I feel I cannot deliver value for, I am honest and ethical and am really motivated by seeing others become successful… The main thing I am focused on is 'can I add value' and 'can I help?'”