Florian Burgdorf has extensive supply chain and negotiation experience in the pharma and medtech sectors, having advised BCGs clients on improvement levers for APIs, excipients, and pharma packaging. He has developed dynamic should-cost models to identify cost potentials for medical devices and brings a deep understanding of industry-specific pricing structures and supplier dynamics.
Florian honed his negotiation expertise in the automotive industry, one of the most cutthroat supply chain sectors, before becoming a trusted advisor for European clients of BCG across pharma, medtech, specialty chemicals, and beyond. His work spans retail supermarkets, global automotive clients, military procurement, and energy utilities—industries where negotiation is not just about price but about strategic positioning.
Florian holds a PhD in Electrical Engineering and is the Global Head of BCG's Procurement Academy 4.0 and Negotiation Trainings. As a leading member of BCG’s Operations and Industrial Goods practice areas, he specializes in procurement and R&D transformations, both digital and conventional.
Negotiation is not a science. It is an art.
Data, logic, and financial models only take us so far. In the real world of high-stakes negotiations—whether securing investment, structuring a strategic partnership, or navigating complex supplier agreements—human behavior, perception, and influence determine the outcome.
Harvard Business Review reminds us that "negotiation is the art of letting the other side have your way." Yet, too often, we assume that rational arguments will win the day. Florian Burgdorf dismantles this misconception —negotiation isn’t just about logic; it’s about understanding emotions, hidden motivations, and the dynamics of power.
How do we turn this insight into a competitive advantage? How do we structure our approach so that we don’t just reach an agreement but shape the deal on our terms?
Why This Matters for You
Every investment round, licensing deal, supply chain contract, and strategic partnership hinges on how effectively we shape the conversation. The difference between an average deal and a transformative one is rarely the starting numbers—it’s the structure of the negotiation itself.
Florian will guide us through:
The strategic pillars of negotiation: Most Desirable Outcome (MDO), Least Acceptable Agreement (LAA), and Best Alternative to a Negotiated Agreement (BATNA)—and why failing to define these puts us at a disadvantage.
The levers of influence—what we can push, where we can concede, and how to recognize hidden sources of power.
The role of a negotiation team—should the CEO always lead, or does stepping back unlock better results?
How silence, framing, and tactical sequencing can shift the balance in our favor—even against seemingly stronger counterparts.
Beyond frameworks, this session will challenge how we think about influence. The best negotiators don’t just react—they shape the game itself.