Managing Director & Senior Partner, Chief Sustainability Officer, Managing Director of North American Systems
David Webb is Boston Consulting Group's managing director of North American Systems and global chief sustainability officer. He is also a member of BCG’s operating committee. He previously led the transformation practice for BCG North America, and was managing director of the Northeast System. He also founded BCG’s Philadelphia office.
David's work at BCG has focused on large-scale transformations, primarily in collaboration with consumer goods manufacturers, distributors, retailers, and service providers. He has considerable expertise in the beverage alcohol sector, having worked with several of the leading companies in the industry.
David is an expert in organizational design, performance improvement, and business model redesign and strategy. He is also deeply involved in climate efforts, including measurement, reductions, and the emerging removals space. He has worked for BCG in North America and Europe and has spent considerable time assisting clients in Asia. Prior to joining the firm, David worked at GE Power Systems and GE Lighting, including positions in Hungary, Italy, and several locations in North America.
How to reduce the costs of the carbon-dioxide removal technology below $150 per ton—and transform it into an affordable solution for tackling the climate crisis.
Our Annual Sustainability Report explores how we’re working alongside clients, governments, and NGO partners to create positive economic, environmental, and societal impact in ways that are sustainable for the long term.
David Webb, BCG’s chief sustainability officer, discusses how we’re protecting our planet through our client work, our role in shaping the climate agenda, and our own net-zero journey.
Nearly 20% of Americans lack broadband access or a device to tap into the internet. Digital navigators—individuals trained to help people get online—can bridge the gap.
Internet service providers are partnering with states, municipalities, school districts, community nonprofits, and philanthropies to lead digital inclusion initiatives. This report identifies the solutions and best practices.
Faced with new competition in its home market, the Australian airline protected its turf by upgrading its fleet, launching new routes, and investing in digital to improve the customer experience.
Hit by regulatory changes and low public spending, the Spanish infrastructure company recovered by paying down debt, restructuring, and moving into high-growth countries.
When low oil prices brought on new rivals, the specialty petrochemicals manufacturer fought back by cutting costs and partnering with one of the world’s biggest oil companies.
Suffering from intense price competition, the Japanese chemical and flavorings company shifted away from commodity offerings and developed specialty products for new customers.
As demand for newsprint and bulk paper has fallen, Finland’s UPM has shifted to higher-growth products and new categories.
The parent company of Peugeot, Opel, and other European car brands rebounded after the financial crisis by trimming its portfolio and doubling down on digital.