Managing Director & Senior Partner
Jeff Hill is the global leader of The Boston Consulting Group’s engineering and construction sector and is a member of BCG's global infrastructure steering committee. He is also the managing partner of BCG's Los Angeles office and a member of the Industrial Goods, Energy, and Marketing, Sales & Pricing practices.
Since joining BCG in 2000, Jeff has worked extensively with clients in the engineering and construction, industrial goods, and energy sectors on a wide range of issues, including postmerger integration, margin improvement, turnaround plans, organization redesign, and shareholder value strategy. In addition, he coleads BCG's work with the World Economic Forum on strategic infrastructure.
Jeff has deep experience in the automotive industry, particularly in the areas of sales, marketing, pricing, product strategy, and distribution. He has helped numerous automotive companies plan their brand resurgence, launch new vehicles, and develop global pricing strategies. He also led BCG's support of the President's Automotive Task Force turnaround of GM and Chrysler.
Jeff is a board member of the Los Angeles Sports Council and Southern California Committee for the Olympic Games, and he is a member of the State Bar of California Bar. Prior to BCG, he was an economics teaching fellow at Harvard University.
The Biden administration has a chance to create jobs, strive for racial equity, and promote public health through smart spending.
Since bursting onto the scene in 2017, e-scooters have taken off with breathtaking speed. But becoming a staple of micromobility will take more than achieving profitability.
The construction industry is changing as robots’ capabilities on the work site continue to advance. Companies must begin positioning themselves for this transformation now.
The regional growth rates of the engineering, construction, and services industry are now converging, making it imperative for companies to get ready to compete in a one-speed world.
To achieve ambitious employment goals, planners must prioritize investments in infrastructure projects on the basis of their job creation potential.
Engineering, construction, and services (ECS) technology companies have higher valuation multiples than the ECS industry as a whole, a portfolio of S&P 500 technology companies, and the overall S&P 500.
By strengthening their position over the long term, leading companies in the engineering, construction, and services industry have demonstrated that it is possible to sustain profitable growth.
While the productivity of the U.S. economy keeps rising, the productivity of the engineering, construction, and services industry has decreased by 19 percent since 1964. Learn why.
What’s next for engineering, construction, and services companies as oil prices head south? The industry is in for a long, tough slog—just like the past few years.
Tight margins. Intense competition. Rising labor costs. Demanding investors. Growth is returning to the engineering, construction, and services industry, but only the fittest companies will benefit.
Activist investors are circling the engineering, construction, and services industry, spurring many developed-world companies to intensify their focus on margins, operational excellence, and cost discipline.