Activity
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Growing up, Garry Kasparov was my hero. When he became world champion at just 22 years old in 1985, it was a moment that left a lasting impression…
Growing up, Garry Kasparov was my hero. When he became world champion at just 22 years old in 1985, it was a moment that left a lasting impression…
Liked by Asheesh Sastry
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At the Confederation of Asia-Pacific Chamber of Commerce & Industry annual conference to speak about entrepreneurship. in Asia Pacific, over 80% of…
At the Confederation of Asia-Pacific Chamber of Commerce & Industry annual conference to speak about entrepreneurship. in Asia Pacific, over 80% of…
Liked by Asheesh Sastry
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Cheers to BCG X on its 2nd Birthday! 🎉 It’s amazing to think how far we’ve come in just two years. As Boston Consulting Group (BCG)'s tech build…
Cheers to BCG X on its 2nd Birthday! 🎉 It’s amazing to think how far we’ve come in just two years. As Boston Consulting Group (BCG)'s tech build…
Liked by Asheesh Sastry
Publications
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Building culture of resilience in oil and gas in digital era
Jakarta Post, Indonesia
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Transforming Vietnam into a Regional Energy Powerhouse
BCG Publications
Eight steps to achieve 30 plus 30 by 2030:
A path to achieving an additional $30 billion of GDP per year and 30% reduction in greenhouse gas emissions by 2030 -
Executing capital projects in the MENA energy industry: Much to learn, more to deliver
During the coming decade, the energy industry in the Middle East is expected to execute projects worth approximately $1 trillion across the energy value chain. In order to manage these megaprojects more effectively, energy companies must master seven key habits.
In the coming decade, the energy industry in the countries of the Middle East and North Africa (MENA) will see a wave of major capital projects—more than US$1.1 trillion in projected spending, approximately one-fourth…
During the coming decade, the energy industry in the Middle East is expected to execute projects worth approximately $1 trillion across the energy value chain. In order to manage these megaprojects more effectively, energy companies must master seven key habits.
In the coming decade, the energy industry in the countries of the Middle East and North Africa (MENA) will see a wave of major capital projects—more than US$1.1 trillion in projected spending, approximately one-fourth of the industry’s total global investment through 2020. Predictably, large resource holders such as Saudi Arabia, the United Arab Emirates and Kuwait are expected to lead the way in spending. -
Future of chemicals: Rebalancing global feedstock disruptions with “on-purpose” technologies
All players in the chemical value chain will be impacted by recent feedstock developments. However, growth opportunities are particularly important for global producers of propylene, butadiene, and benzene in those parts of the world where feedstock is available for on-purpose production.
With shorter gas supply in the Gulf Cooperation Council (GCC), and new feedstock developments elsewhere, such as shale gas in the U.S. and conventional gas in Iraq, the global petrochemicals…All players in the chemical value chain will be impacted by recent feedstock developments. However, growth opportunities are particularly important for global producers of propylene, butadiene, and benzene in those parts of the world where feedstock is available for on-purpose production.
With shorter gas supply in the Gulf Cooperation Council (GCC), and new feedstock developments elsewhere, such as shale gas in the U.S. and conventional gas in Iraq, the global petrochemicals industry has recently experienced significant disruptions. This is especially evident in the supply and pricing of key chemicals–ethylene, propylene, butadiene, and benzene–due to the changing mix of feedstock used in petrochemicals production. While the quantity of ethylene has surged, supplies of propylene, butadiene, and benzene have declined -
The future of chemicals part VI: Global feedstock developments and implications for GCC players
Petrochemical producers in the Middle East are currently at the junction of several trends that will significantly affect their industry: North American advances in shale gas, the use of shale gas and coal-to-olefins technology in China, and the redevelopment of Iraq’s oil and gas sector. GCC players will need to build new capabilities to adapt to a shifting global market.
For the last two decades, GCC petrochemicals companies have grown to become global players, due in large part to…Petrochemical producers in the Middle East are currently at the junction of several trends that will significantly affect their industry: North American advances in shale gas, the use of shale gas and coal-to-olefins technology in China, and the redevelopment of Iraq’s oil and gas sector. GCC players will need to build new capabilities to adapt to a shifting global market.
For the last two decades, GCC petrochemicals companies have grown to become global players, due in large part to their privileged access to natural gas—the “feedstock” that forms the basis of many petrochemical process. Now, however, GCC countries are using more natural gas and facing a gas shortage, and consequently petrochemicals companies must shift to different feedstock that does not offer the same cost advantage. At the same time, feedstock developments elsewhere in the world are giving an edge to GCC companies’ global competitors. In order to grow, GCC companies will need to develop new capabilities. Their ability to do so will be critical to their continued contribution to regional economies. -
Governance in the GCC Hydrocarbon Sector: The Right Time to Act
The hydrocarbon sector in Gulf Cooperation Council (GCC)1 countries is in the early stages of what we call the “golden age”—the period in the sector’s evolution at which its strategic importance in national economies has grown far more than any other sector’s. At the same time, the sector has become more complex, with the activities of the national oil companies (NOCs) spanning the value chain—from upstream, to downstream, to petrochemicals, to oil and gas services, to international operations,…
The hydrocarbon sector in Gulf Cooperation Council (GCC)1 countries is in the early stages of what we call the “golden age”—the period in the sector’s evolution at which its strategic importance in national economies has grown far more than any other sector’s. At the same time, the sector has become more complex, with the activities of the national oil companies (NOCs) spanning the value chain—from upstream, to downstream, to petrochemicals, to oil and gas services, to international operations, and even to nation-building activities. The sector also has an increased need for local and foreign partnerships to access technology, skills, and capabilities. If GCC countries can harness this golden age and use it to its full potential, their hydrocarbon sectors will mature enough to create offshoot industries and national champions, generate employment, and facilitate economic diversification.
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Maximizing the value of oil resources in the MENA region: The critical role of petroleum fiscal systems
Meeting new demands for oil will require the Middle East's national oil companies to forge long-term partnerships with international oil companies that combine their skills, capabilities, and resources, while ensuring that both parties are getting the right incentives and rewards from the agreement.
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A Journey from Regional Gas Markets to a Global Gas Market
Trends and developments in the world's three regional gas markets could launch a new era of interconnectivity
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Gas shortage in the GCC: How to bridge the gap
Bahrain, Kuwait, Oman, Saudi Arabia, and the United Arab Emirates are facing a reversal of a decades-old status quo: an increasing gas shortage in the region amid a significant supply overhang in the rest of the world. Although the global economic slump has reduced the need for gas in most regions, demand in the Gulf Cooperation Council1 for power generation from some industrial sectors has far outpaced the region’s gas exploration and production. As a result, GCC countries find themselves in…
Bahrain, Kuwait, Oman, Saudi Arabia, and the United Arab Emirates are facing a reversal of a decades-old status quo: an increasing gas shortage in the region amid a significant supply overhang in the rest of the world. Although the global economic slump has reduced the need for gas in most regions, demand in the Gulf Cooperation Council1 for power generation from some industrial sectors has far outpaced the region’s gas exploration and production. As a result, GCC countries find themselves in uncharted territory, an almost contradictory position of having to import gas, when they have exported gas for decades.
Languages
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English
Full professional proficiency
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Dutch
Limited working proficiency
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Hindi
Native or bilingual proficiency
More activity by Asheesh
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Truly inspiring conversation between two amazing CEOs and leaders, Calvin Butler and Christoph Schweizer…
Truly inspiring conversation between two amazing CEOs and leaders, Calvin Butler and Christoph Schweizer…
Liked by Asheesh Sastry
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I was delighted to attend the PanIIT Europe Alumni conference last week in Amsterdam. A herculean effort by the organizers, led so ably by Nitesh…
I was delighted to attend the PanIIT Europe Alumni conference last week in Amsterdam. A herculean effort by the organizers, led so ably by Nitesh…
Liked by Asheesh Sastry
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What an incredible week in Boston ! 🍁 Had the opportunity to visit Harvard University and Massachusetts Institute of Technology (MIT), network with…
What an incredible week in Boston ! 🍁 Had the opportunity to visit Harvard University and Massachusetts Institute of Technology (MIT), network with…
Liked by Asheesh Sastry
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The Global Sustainability Alliance was a fantastic coming together of minds on relevant topics. Had the opportunity to moderate two key panel…
The Global Sustainability Alliance was a fantastic coming together of minds on relevant topics. Had the opportunity to moderate two key panel…
Liked by Asheesh Sastry
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After more than 10 years at Boston Consulting Group (BCG) I am thrilled to have joined Ana Marinkovic and the NAB Personal Banking Leadership Team…
After more than 10 years at Boston Consulting Group (BCG) I am thrilled to have joined Ana Marinkovic and the NAB Personal Banking Leadership Team…
Liked by Asheesh Sastry
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We had the privilege of participating in the Sarawak Leadership Future Forum organized by the Sarawak Centre Of Performance Excellence and Leadership…
We had the privilege of participating in the Sarawak Leadership Future Forum organized by the Sarawak Centre Of Performance Excellence and Leadership…
Liked by Asheesh Sastry
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We are pleased to announce that Kaustubh Verma, Managing Director and Partner at Boston Consulting Group (BCG) will be one of the distinguished…
We are pleased to announce that Kaustubh Verma, Managing Director and Partner at Boston Consulting Group (BCG) will be one of the distinguished…
Liked by Asheesh Sastry
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Looking forward to hopefully seeing many of you next week.
Looking forward to hopefully seeing many of you next week.
Liked by Asheesh Sastry
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I look forward to joining BCG's delegation at UNGA and NY Climate Week 2024. I will be participating and contributing to sessions related to…
I look forward to joining BCG's delegation at UNGA and NY Climate Week 2024. I will be participating and contributing to sessions related to…
Liked by Asheesh Sastry
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