Discover how BCG is helping oil and gas companies manage opportunities and challenges in areas including digital technology, decommissioning, and natural gas and LNG.

Maurice Berns has worked in the energy industry since 1993 and joined Boston Consulting Group in 2001. He is a core member of the firm’s Energy practice leadership and global leader for oil and gas.

Maurice has helped leading public and private sector companies in the oil, gas, power, and renewables sectors, with advice spanning the full energy value chain from the energy source through to the end consumer. He helps his clients identify solutions to some of the most pertinent strategic challenges. He is passionate about defining innovative solutions and leveraging opportunities that arise from energy transition, digital approaches, and value chain integration to create future shareholder value.

Maurice actively develops opportunities for networking and professional development within the industry, where he facilitates CEO and senior leadership dialogue and engages with media, universities, and external conferences to share his insights.

Before joining BCG, Maurice worked with an independent energy trader in Germany and spent several years with Wintershall in Argentina. While at Wintershall, Maurice worked in oil and gas marketing and later in business development, including planning and commercial implementation of LPG and pipeline projects.

AREAS OF EXPERTISE

EDUCATION

  • MBA, finance, Wharton School of the University of Pennsylvania
  • BA, magna cum laude, Duke University

HONORS AND AWARDS

  • Palmer Scholar, top 5% of class, Wharton School of the University of Pennsylvania

Publications and Videos

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The Last Oil Price Boom May Be in Sight

A dramatic upsurge could start later this year and end within 18 months. What’s more, it could be the world’s last—a boon for efforts to combat climate change.
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Protecting Oil Infrastructure in an Era of New and Emerging Threats

The September 2019 strike on Saudi oil production facilities and the subsequent market response suggest that a new era of infrastructure risk management has arrived for the oil industry. To manage the emerging threat landscape, asset owners in the petroleum industry should consider borrowing best practices from military strategy. Adopting a systematic, strategy-linked approach to assessing threats to petroleum value chains can help build the robust processes that an asset owner must have in order to vet the diverse risks posed to an asset portfolio in today’s evolving threat environment.
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Just How Disruptive Will IMO 2020 Be?

The change in maritime fuel regulation is scheduled to take effect within months. But stakeholders still have time to act.
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In a Warming World, How Should Big Oil Navigate the Future?

The heat is on the industry to shift from hydrocarbons. For a successful transition, companies should start with no-regrets moves—such as reducing their own emissions.
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The Business of Sustainability

A BCG/MIT Sloan Management Review survey confirms that sustainability issues are having—and will continue to have—a material impact on how companies think and act.
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Big Oil: Toughen It Out, or Business Model Reboot?

Big Oil has been under pressure recently, but its days are far from over—if it acts soon. With the proper adjustments, it can continue to lead in oil and gas development for decades to come.
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Value Creation in Power and Gas

Despite an increasingly challenging business environment, some power and gas companies have managed to generate solid returns for their investors. How have they done it?
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The Death of Europe’s Liberalized Power Market?

The market’s evolution could take a number of different paths, but stakeholders would be wise to consider the implications of a turn away from liberalization.
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The Business of Sustainability: What It Means to Managers Now

Executives and managers weigh in on the intersection of sustainability and business strategy, including how their companies are acting on opportunities right now.
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How Photovoltaic Suppliers Can Rebound

In a tough economic climate, suppliers need to focus on their go-to-market strategies and capabilities, procurement management, and manufacturing and supply-chain processes.
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