Alan Martinovich

Partner

Head, Strategy & Organization Practice, USA

Alan’s work is centered on helping clients accelerate profitable growth and create shareholder value

Education

Columbia University
MBA
University of Toronto
Bachelor of Commerce

Past Experience

Treacy & Company
Managing Director
Level 3 Communications
Senior Director / Strategic Marketing

Alan Martinovich is a Partner in the Boston office of Arthur D. Little, where he heads the North American Strategy & Organization practice. He has over twenty years of experience advising management on issues related to corporate competitiveness, business strategy, strategic marketing, and new product development. He has served both in an external advisory role to C-level executives and as an operating member of senior management teams. 

Prior to joining ADL, Alan served as the Managing Director of Treacy & Company, where he focused on helping Fortune 500 clients in the industrial, healthcare, and insurance sectors develop a disciplined approach to managing growth and shareholder value creation. 

Before Treacy & Company, Mr. Martinovich led the strategic marketing group at Level 3 Communications, a Fortune 500 telecommunications services company. During his tenure with Level 3, Mr. Martinovich played a leadership role in a number of successful corporate initiatives, including the creation of its voice over internet protocol (VOIP) strategy and the formation of its Enterprise Services Group. 

Prior to joining Level 3 Communications, Mr. Martinovich was a Manager with CSMG, a consultancy specializing in the interrelated sectors of telecommunications, IT, and media. Mr. Martinovich worked extensively with a range of industry players on issues related to corporate and business unit strategies, pricing and bundling strategy, marketing positioning, network optimization, and product line profitability. 

Mr. Martinovich received his MBA from Columbia Business School at Columbia University. He holds a Bachelor of Commerce in Economics and Marketing from the University of Toronto.

Recent Publications

Boosting innovation in industrial companies with corporate venturing
Boosting innovation in industrial companies with corporate venturing
Innovation is at the core of the most successful companies, but as budgets are squeezed by short-term priorities, competition from nontraditional players, and market challenges, corporations must be judicious with their funds. While corporate venturing has historically been a less well-defined path to strategic value creation, its investment structure, nimble nature, and financial profile make it an attractive option if structured properly.
Sink or swim
Sink or swim
The US recreational boating market faces a variety of challenges today, including flattening growth with a deceleration of new boaters following the flooding of the market during the pandemic and a trending decrease in boat ownership. While increasing vertical integration led by the market leaders has provided benefits to customers, it has also challenged the position of boatbuilders, component providers, and engine manufacturers across the value chain.
When global megatrends run amok
Crises change our world. History tells a simple lesson — the deeper and more severe the crisis, the stronger the transformative effects on long-term societal development. Informative cases are abundant, ranging from the Black Death’s influence on reorganization of medieval agriculture to the ways the experiences of the combined tragedies of WWI and WWII transformed principles and mechanisms of managing the world economy. In retrospect, the long-term impact of these historical transformations has been associated with increasing growth and welfare.    

Alan Martinovich is a Partner in the Boston office of Arthur D. Little, where he heads the North American Strategy & Organization practice. He has over twenty years of experience advising management on issues related to corporate competitiveness, business strategy, strategic marketing, and new product development. He has served both in an external advisory role to C-level executives and as an operating member of senior management teams. 

Prior to joining ADL, Alan served as the Managing Director of Treacy & Company, where he focused on helping Fortune 500 clients in the industrial, healthcare, and insurance sectors develop a disciplined approach to managing growth and shareholder value creation. 

Before Treacy & Company, Mr. Martinovich led the strategic marketing group at Level 3 Communications, a Fortune 500 telecommunications services company. During his tenure with Level 3, Mr. Martinovich played a leadership role in a number of successful corporate initiatives, including the creation of its voice over internet protocol (VOIP) strategy and the formation of its Enterprise Services Group. 

Prior to joining Level 3 Communications, Mr. Martinovich was a Manager with CSMG, a consultancy specializing in the interrelated sectors of telecommunications, IT, and media. Mr. Martinovich worked extensively with a range of industry players on issues related to corporate and business unit strategies, pricing and bundling strategy, marketing positioning, network optimization, and product line profitability. 

Mr. Martinovich received his MBA from Columbia Business School at Columbia University. He holds a Bachelor of Commerce in Economics and Marketing from the University of Toronto.

Recent Publications

Boosting innovation in industrial companies with corporate venturing
Boosting innovation in industrial companies with corporate venturing
Innovation is at the core of the most successful companies, but as budgets are squeezed by short-term priorities, competition from nontraditional players, and market challenges, corporations must be judicious with their funds. While corporate venturing has historically been a less well-defined path to strategic value creation, its investment structure, nimble nature, and financial profile make it an attractive option if structured properly.
Sink or swim
Sink or swim
The US recreational boating market faces a variety of challenges today, including flattening growth with a deceleration of new boaters following the flooding of the market during the pandemic and a trending decrease in boat ownership. While increasing vertical integration led by the market leaders has provided benefits to customers, it has also challenged the position of boatbuilders, component providers, and engine manufacturers across the value chain.
When global megatrends run amok
Crises change our world. History tells a simple lesson — the deeper and more severe the crisis, the stronger the transformative effects on long-term societal development. Informative cases are abundant, ranging from the Black Death’s influence on reorganization of medieval agriculture to the ways the experiences of the combined tragedies of WWI and WWII transformed principles and mechanisms of managing the world economy. In retrospect, the long-term impact of these historical transformations has been associated with increasing growth and welfare.    

More About Alan
  • Columbia University
    MBA
  • University of Toronto
    Bachelor of Commerce
  • Treacy & Company
    Managing Director
  • Level 3 Communications
    Senior Director / Strategic Marketing