Bill Reeves

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Principal

United States

Bill is an experienced growth strategist, focused in Automotive and Technology spaces.

Areas of Focus

Automotive

Education

Dartmouth College

Bachelor of Arts in Government

Past Experience

Treacy & Company

Growth Strategy Consulting

Bill is a Principal based in the San Francisco office as a member of the Strategy & Organization, Automotive, and Industrial Goods & Services practices and a core leader of ADL’s Growth Accelerator offer.

Bill’s consulting work centers around results-driven growth strategy especially in Automotive and related convergence opportunities in Energy & Utilities and Technology sectors. He has deep experience in growth strategy / growth governance, adjacent market evaluation / entry strategies, and business model innovation / business building.

He joined ADL after 5 years at a boutique Growth Strategy firm, and prior to that, worked for the family office of Michael Bloomberg as an investment analyst, and as a research assistant for Strategy at the Tuck School of Business. Bill holds a Bachelor’s degree in Government from Dartmouth College, graduating in 2014, and off the clock, is an avid skier, sailor and cyclist.

Automotive

Boosting innovation in industrial companies with corporate venturing

Niklas Brundin, Bill Reeves, Alan Martinovich

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.

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Automotive

Sink or swim

Florent Nansé, Alan Martinovich, Bill Reeves

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.

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When global megatrends run amok

Petter Kilefors, Rebecka Axelsson Wadman, Bill Reeves, Alan Martinovich

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.

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It’s time for a supply chain recalibration

Niklas Brundin, Bill Reeves, Bernd Schreiber

The recent economic turmoil surrounding the COVID-19 pandemic and the Russian invasion of Ukraine have exposed the vulnerabilities of today’s complex supply chain networks, challenging many industries across the globe. Companies have learned the hard lessons of underestimating supply and demand volatility risks, raising questions around control, transparency, and regionalization. Supply chain resilience has risen to the top of the executive agenda, and it is now time to transfer lessons learned into action to prepare businesses for future disruptions.

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Growth in the new normal

Alan Martinovich, Petter Kilefors, Hariprasad Pichai, Bill Reeves

As challenging as the current economic headwinds may be, many of these forces are likely short-term idiosyncrasies of the post-COVID-19 economic recovery. We believe that several longer-term and even accelerating economic mega-trends will undoubtedly have a profound impact on the global economy in the next five years and must be addressed with immediate and serious executive attention. In this Viewpoint, we cover four global growth mega-trends:

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Automotive: Accelerating disruption through creative destruction

Alan Martinovich, Dr. Andreas Schlosser, Dr. Philipp Seidel, Florent Nansé, Bill Reeves

Thanks to the rise of electric vehicles, digital and new ownership models, the automotive market was already facing unprecedented disruption. As this article explains, the impact of COVID-19 on newcar sales accelerates the need for radical change – now is the time to turbocharge transformation efforts and seize opportunities to thrive in a post-ICE era.

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Automotive

Win the automotive COVID-19 rebound

Alan Martinovich, Dr. Andreas Schlosser, Florent Nansé, Bill Reeves, Dr. Philipp Seidel

Economic lockdowns in the COVID-19 crisis have quickly and severely compromised the automotive supply chain and dealerships in unprecedented ways – car sales dropped by up to 80 percent in one month and production was stopped for weeks. The recession after the crisis will cut global car demand by multi-digit percentages in 2020, followed by a slow recovery that will lag behind GDP rebound by one or two years.

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