Partner & Director, Global Trade & Investment
Michael returned to Boston Consulting Group in 2017. He is a core member of the firm’s Global Advantage practice and a member of the Industrial Goods practice.
For more than 25 years, Michael has worked at the nexus of corporate strategy, public policy, and international geopolitics. He has been a member of the senior staff of the prime minister of a G7 country; a BCG principal; and a C-suite executive responsible for strategy, international trade, and international business development. He has successfully resolved trade disputes and/or market access barriers in the US, the EU, Russia, China, and Brazil. He has lived and worked in all three NAFTA countries, including running a Mexican manufacturing site with 225 unionized employees.
Michael began his career as a staffer in the Parliament of Canada, where he rose to become executive assistant to the prime minister. In this role, he participated in trade and diplomatic missions to 22 countries. He first joined BCG in 1995, working in the Toronto and Monterrey offices, and serving clients primarily in manufacturing. In 2001, he became a senior executive of Bombardier Inc., where he held leadership and C-suite roles in strategy, operations, international trade, and industrial services.
Michael is also fluent in French and Spanish.
A wave of new rules is making it a riskier world for corporate technology pipelines. Understanding—and planning for—the challenges will be crucial.
Risks associated with the Russia-Ukraine war and complications in China-US trade are encouraging a major reorientation toward ASEAN and other developing markets.
Trends in battery supply chains coupled with the US’s Inflation Reduction Act present a tremendous opportunity for Canada and Canadian companies, if we act now.
As tensions mount in many trade corridors, and regulations and market shifts become harder to predict, businesses must examine where they source, transform, and sell their products and services.
Due to shortages of critical materials and vulnerable supply chains, production of lithium-ion batteries could fall far short of demand. Coordinated action is needed to boost supply in a sustainable way and keep the transition to renewable energy on course.
With the global economy in flux, companies must rethink their ways of doing business in China if they hope to keep current with the world’s largest contributor to GDP growth.
Supply chain disruptions. Cybersecurity. Trade wars. New taxes. The global geopolitical landscape is getting far trickier for technology investors. Here’s how they can negotiate it.
The right design can generate substantial rewards, but intervention also poses big risks for policymakers.
Levies on emissions tied to imports will impact companies inside and outside the EU and could alter the competitive balance between nations in many industries.
As a confluence of megatrends prompts companies to rethink their production and supply footprints, Southeast Asia is in a position to become a greater force in international trade.
Why do some companies always seem to emerge stronger from a period of volatility? Rather than focus just on mitigating potential harm, they look for opportunities to capitalize on the disruption.