Justin Dean has been with BCG for nearly two decades. He’s now a managing director and senior partner, the leader of the firm’s mid-Atlantic system, and a member of its Global Executive Committee. A strategist at the forefront of energy transformation, he is equally committed to transforming opportunity—for his clients, his teams, and the communities they serve.
I can trace my path to BCG back to an unexpected place: scooping ice cream at Friendly’s during a high school summer break.
That summer, I had an opportunity to apply for an internship program. I was placed with a company that worked in power generation—an industry I would never have even known to look at. I went back the next summer. And the next.
That’s how I found energy—not through a grand plan, but because someone opened a door I didn’t even know existed.
That was not the only early experience that helped shape my path. My dad was in the Army, and we moved every few years. Each move meant walking into classrooms full of strangers and figuring out how to connect. I learned to listen before judging, to find common ground, to build relationships fast, to meet people where they are—and to recognize that we’re more alike than we think.
A Spark and a Turning Point
I like understanding how things work, and how they could work better. So, at UVA, I studied engineering and went on to work in engineering at utilities.
Then, another door opened. I met people from consulting firms, and I was intrigued by their work. It was dynamic. Strategic. Collaborative. They weren’t just operating businesses—they were helping to reinvent them. They were constantly learning new things.
That sparked something. I went to business school and joined BCG not long after. Almost 20 years later, I’m still here. I love learning new things all the time, but the energy industry remains a primary focus for me.
Energized About Energy Systems
It wasn’t until I realized how many people are left out of energy systems that I began to think about impact.
Energy is foundational. It powers economies and communities. Energy is about more than grids and systems. It’s about whether people can live safely and securely in their homes. For many people, the household energy bill is the most stressful one they face. No one should have to choose between heating their home and feeding their family. I’ve seen communities where energy jobs are lifelines—and others where access to those jobs just doesn’t exist.
That’s why I care so deeply about broadening participation in this sector. My teenage internship opened a door I didn’t even know to knock on. I got my start because someone helped me see a future I hadn’t imagined.
Now, I try to use my platform to open doors. Part of my job is to help others recognize the opportunities this sector holds. To make sure those communities aren’t just energy users but also energy builders—trained, employed, and thriving as the industry evolves.
Whether it’s creating pathways into energy careers or helping communities access the benefits of infrastructure investment, I want to make the space bigger—for more people, in more places.
Meaningful Outcomes
One of my first projects at BCG was with a major energy producer on the brink of bankruptcy. It needed a path forward—financially, operationally, reputationally. We developed a plan that allowed it to enter a new market, preserve critical jobs, and deliver on its commitments to customers and communities. We presented it to the board, and the next day, I opened The Wall Street Journal and saw our work in the headlines. For an engineer who’d never expected to see his work in print, it was a defining moment: this work matters.
Since then, I’ve worked across the energy value chain—gas, renewables, storage. I’ve led grid modernization and digital transformation projects. I’ve helped clients reimagine their M&A strategy, shift their infrastructure investments, and embrace emerging technologies. I’ve supported companies in some of the most economically distressed parts of the country, where revitalizing a utility also means revitalizing a region.
All these positive outcomes are so rewarding. But for me, one of the most meaningful outcomes is seeing the people I’ve worked with—clients, colleagues, mentees—grow into leaders themselves. Some are now CEOs or board members. Knowing that I played a small role in their journey has had a big impact on me.
Leading Fiercely, and Loving It
I care deeply about the work, but even more about the people behind it: clients, teammates, community partners. I want people to feel that their success is personal to me. Because it is. I try to meet people where they are and help them get to where they want to go. That’s one of the reasons why I’m involved in BCG’s Black affinity group and Center for Inclusive Advantage.
The joy hasn’t stopped. I love what I do, whom I do it with, and that we’re working on problems that don’t have simple answers—because those are the problems worth solving.
When I’m not working, it’s still kind of the same: I love making space for people to connect and feel welcome. In another life, I might have run a restaurant. There’s something powerful about creating environments where people feel seen and cared for. In a way, that’s what I’m doing—just with different tools.
But at every stage, I’ve tried to stay rooted in that same mindset: care deeply, deliver exceptionally, and create space for others to grow.
