Managing Director & Senior Partner
Marc Gilbert is a core member of the Industrial Goods and Consumer practices at Boston Consulting Group and a leader in BCG’s Global Advantage and Operations practices. He leads the firm's work in geopolitics and trade impact within the Global Advantage practice. In that role, he has engaged with clients in North America, Europe, the Middle East, North Africa, and Asia. Marc leads the firm’s business in Quebec, and spends much of his time advancing artificial intelligence (AI) in Canada, including in his role as a board member of SCALE.AI.
In addition, Marc is a core member of BCG’s Centre for Canada’s Future. In that role, he helps move Canada forward by providing insight and expertise on the country’s most important issues. The Centre also aims to convene leaders from the business, government, and nonprofit sectors to work together to achieve impact.
Since joining the firm in 1997, Marc has driven and implemented large transformations and global change efforts across all major sectors in North America and Europe. Marc’s project work includes large-scale change, growth, organizational redesign, operational effectiveness, competitive benchmarking, and post-merger integration.
Prior to joining BCG, Marc worked at Merck & Co. in its manufacturing division, in process and new product engineering, and in new plant design. He also worked for Merck’s specialty chemicals division.
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.
Sending and receiving goods across borders is becoming so complex—and the penalties for missteps so steep—that risk management in trade increasingly demands attention from the C-suite.
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.
By helping steelmakers curb their greenhouse gas emissions, iron ore miners can advance their own decarbonization efforts.
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.
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.
The new administration will fight to advance and protect US economic interests—but America will no longer go it alone.
Were the world’s biggest trading relationship to unwind, US companies would have more to lose than Chinese firms in terms of revenue and access to critical supplies.