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Rob Haslehurst

Managing Director and Boston Office Head at L.E.K. Consulting

Rob Haslehurst is a prominent figure in the consulting industry, currently serving as a Managing Director and Partner at L.E.K. Consulting, as well as the Head of the Boston office.12 With a career spanning over two decades, Haslehurst has established himself as an expert in various sectors and practice areas.

Professional Experience

At L.E.K. Consulting, Haslehurst leads the global Pricing service line and is actively involved in several key practice areas:

  • Automotive & Mobility
  • Home
  • Sports
  • Software
  • Consumer
  • Technology and Media (TMT)
  • Consumer Healthcare12

His expertise extends to a wide range of strategic areas, including:

  • Corporate strategy
  • Growth strategy
  • Direct-to-Consumer (DTC) strategy
  • Digital transformation
  • Consumer insights
  • Go-to-market strategy
  • Mergers and Acquisitions (M&A)1

Leadership and Responsibilities

As the Head of L.E.K.'s Boston office, Haslehurst plays a crucial role in the firm's leadership. He is also a member of the Americas Regional Management Committee, contributing to the overall direction and management of the company in the region.2

Education

Haslehurst's educational background includes:

  • Master of Engineering in Electrical and Electronic Engineering from Imperial College London
  • MBA with high distinction from the Tuck School of Business at Dartmouth College2

Career Progression

Prior to his current role, Haslehurst has held various positions within L.E.K. Consulting and other organizations:

  • Senior Associate Consultant at L.E.K. Consulting (London office)
  • Summer Associate at UBS Investment Bank
  • Teaching Assistant at The Tuck School of Business at Dartmouth
  • Sponsored Student at Xyratex1

Rob Haslehurst's LinkedIn profile (username: haslehurst) showcases his extensive experience and thought leadership in the consulting industry, particularly in areas such as pricing strategies, fitness industry trends, and direct-to-consumer approaches.3456

Highlights

May 13 · linkedin

When it comes to setting prices, what should a company's objective be? I have recently seen several companies aim to maintain a percentage margin target, but this can often result in pricing themselves out of the market, leading to declining sales and value destruction. So, what's the solution?

There are two "right" answers. Most simply, optimizing margin $ by considering demand elasticity and finding the balance that is attractive to customers while still driving the most $ to the bottom line.

Secondly, maximizing value creation via expected lifetime value. This approach looks at not just the cash generated in the moment but also the best way to develop and monetize a relationship with customers and the people they refer. By doing so, companies can create long-term value and sustainable growth.

What do you think? Do you agree with these two alternatives, or do you have a different perspective? #pricingstrategy #valuecreation #optimization

Mar 18 · linkedin

A lot of the press around Stephen Scherr stepping down as CEO at Hertz focuses on the decision to go-big on EVs. Why didn't this work? I see it as a combination of listening to over-optimistic advice on four dimensions around EVs and Pricing 🔌 - Bad advice #1 - EVs are going to immediately become more desirable to consumers than ICE vehicles once they hit cost parity. Our research in EVs continues to highlight that consumers have real and valid concerns about charging and range. Unfortunately rental trips highly correlate with those trips that cause consumer heartburn. 🔩 - Bad advice #2 - EVs will cost less to maintain. Yes, they have less moving parts, but in early life, we're seeing EVs drive higher costs, ranging from needing a tow every time (given lack of spare tires) to higher cost of collision repair. Given rental car operating windows, all in maintenance of EVs is actually higher than ICE vehicles 💰 - Bad advice #3 - A material segment of consumers will pay more for EVs as part of an ancillary revenue strategy. This group is pretty small and the upsell strategy adds a lot of operational complexity without enough pricing power to justify 🚗 - Bad advice #4 - EVs will hold their pricing and support strong residual values. The dramatic price reductions that Tesla introduced in 2023 to sell new vehicles, and competitive reactions caused, decimated the residual value of Hertz's fleet

I do think electrification is inevitable (I'm super-happy with my personal EV), and Hertz is really just the victim of getting ahead of its skis. But timing is everything and the infrastructure and market maturity just isn't there yet for a big play in EV rental fleets.

Related Questions

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Rob Haslehurst
Rob Haslehurst, photo 1
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Location

Boston, Massachusetts, United States