Sharon Marcil
Managing Director & Senior Partner, Chief Marketing Officer, Global Client Team Chair
Washington, DC
Managing Director & Senior Partner, Chief Marketing Officer, Global Client Team Chair
Washington, DC
Sharon Marcil is Boston Consulting Group's Chief Marketing Officer and the Global Chair of BCG's Client Team. In that capacity she serves on BCG's Global Executive Committee (Board of Directors) and Global Operating Committee (Management Committee). She is the Chair of BCG FED, the entity that runs the US Federal Government business for the firm. Sharon formerly ran the BCG Global Consumer business.
Since joining BCG in 1993, Sharon has led transformation efforts at the world's largest private and public sector organizations including assisting the largest global health care and consumer companies on post-merger integrations and restructuring efforts and, in the public sector, assisting key entities with transformation and restructuring efforts. Sharon has been a leader in bringing corporate best practice to the federal government sector—helping change agents in government lead transformation efforts at many agencies. She was named one of the "Top 25 Most Influential Consultants" and subsequently was named one of five "Women Leaders in Consulting" by Consulting Magazine.
Sharon is a member of BCG's Center for Public Impact Board of Directors and the Duke University Trinity Board of Visitors.
Prior to joining BCG, Sharon worked for Goldman Sachs & Co. in mergers and acquisitions.
A lifelong economist embraces an entirely different role.
The acting administrator of the US Digital Service wants to make using government services as easy as checking your bank account on your mobile phone.
Frontline leaders play a pivotal role in the public sector. By understanding what makes some frontline leaders excel while others languish, organizations can equip public servants to deliver breakout performance.
After the election, the incoming president will have only 73 days to lay the groundwork for a successful administration. The experience of four former presidents reveals clear priorities.
Most modern US presidents have had fewer than 300 of their top appointees in place nine months after their inauguration. What can be done to accelerate this process?
The US presidential transition is a massive task. Success depends on taking four actions, including starting the process immediately after the conventions and setting clear goals.
The transition to a new US president is a massive undertaking. Transition expert Max Stier explains the challenges and how to improve the handoff process.
New York City enlisted BCG’s help in the wake of Hurricane Sandy. The effort harnessed detailed data on the storm damage and set rebuilding priorities.
