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Bill Reeves

Principal

United States

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

Areas of Focus

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.

Boosting innovation in industrial companies with corporate venturing
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.
Find out more
Sink or swim
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.
Find out more
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.
Find out more
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.    
Find out more
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: 
Find out more
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.
Find out more

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.

Boosting innovation in industrial companies with corporate venturing
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.
Find out more
Sink or swim
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.
Find out more
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.
Find out more
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.    
Find out more
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: 
Find out more
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.
Find out more

More About Bill
  • Dartmouth College
    Bachelor of Arts in Government
  • Treacy & Company
    Growth Strategy Consulting