Fall 2026
Forward Deployed AI Scientist Internship
Updated on 8/1/2026
Boston Consulting Group
10,001+ employees
Global management consulting delivering strategy solutions
No salary listed
Barcelona, Spain + 1 more
More locations: Madrid, Spain
In Person
 AI & Machine Learning (1) |
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- Currently enrolled in a university master's or PhD degree program in Computer Research Science, Data Science, Statistics, Operations Research, or a related field.
- Master's degree candidates must be in their last academic year.
- Must be available full-time for at least 8 weeks.
- Must have fluent written and spoken Spanish and fluent English.
- Must be comfortable in a client-facing role with the ambition to lead teams.
- Must be able to distill complex results or processes into simple, clear visualizations.
- Must be able to explain sophisticated data science concepts in an understandable manner.
- Must have significant experience applying advanced analytics to business situations and synthesizing complex data.
- Must have a deep understanding of modern machine learning techniques and their mathematical underpinnings and be able to translate them into business implications for clients.
- Must have strong project management skills.
- Apply data science methods and analytics to real-world business situations across a variety of industries.
- Frame new business challenges, design innovative algorithms, implement and deploy scalable solutions, and enable colleagues and clients to embrace artificial intelligence.
- Partner with clients across BCG regions and industries on topics including climate change to design, build, and deploy innovative solutions.
- Develop and deliver thought leadership in scientific communities and papers.
- Lead conferences on behalf of BCG X.
- Build solutions using modern development tools and write code collaboratively.
- Software development or DevOps experience.
BCG is a global management consulting firm that helps organizations improve performance through strategy, operations, and digital transformation projects. It analyzes client challenges, designs tailored solutions, and supports implementation to deliver measurable results, with fees based on project scope and duration. The firm differentiates itself through a strong focus on its people—mentorship, training, and continuous learning—and by applying its expertise to social impact initiatives like reducing inequality and promoting inclusion. Its goal is to create practical change for clients and society by turning insights into real improvements.
Company Size
10,001+
Company Stage
N/A
Total Funding
N/A
Headquarters
Boston, Massachusetts
Founded
1963
Get referred to Boston Consulting Group
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Simplify's Take
What believers are saying
- SCHUNK collaboration positions BCG for Physical AI manufacturing projects.
- Distressed German industries expand restructuring and turnaround demand across BCG's core sectors.
- AI-driven crisis monitoring strengthens BCG's sector intelligence and advisory offerings.
What critics are saying
- Manufacturing pilots can stall if Physical AI cannot prove factory ROI.
- Distressed clients can cancel programs, defer fees, or enter insolvency.
- Competition from boutiques and in-house teams compresses consulting pricing across core accounts.
What makes Boston Consulting Group unique
- BCG combines strategy, implementation, and BCG X AI delivery.
- Its public-sector practice spans strategy, digital, AI, and enterprise transformation.
- BCG emphasizes mentorship, structured learning, and talent development at scale.
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Building resilience before crisis: introducing the U.S. Chamber Foundation's strategic simulations. Strategic simulations bring together business, government, and civic leaders to help communities prepare for disruptions by strengthening coordination, building trusted relationships, and improving communication before a crisis hits. Dallas strategic simulation AAR. Senior Manager, Innovation Expert Project Leader, Uncertainty Advantage, Boston Consulting Group July 24, 2026 Disruptions today don't look like they used to. They are harder to recognize, anticipate, contain, and manage in real time, often spreading across systems before leaders fully understand what is happening. A community's ability to respond and protect its economic viability depends on whether public- and private-sector leaders can coordinate under uncertainty. When Main Street businesses are disrupted, the effects reach jobs, supply chains, public confidence, and the broader economic strength of the community. The premise is simple: economic security is national security, and resilient communities are essential to both. That's the challenge the U.S. Chamber of Commerce Foundation's Global Threats Initiative is focused on. In partnership with the Boston Consulting Group, U.S. Chamber of Commerce Foundation has been investing in a new approach: strategic simulations. Strategic simulations are not tabletop exercises or technical drills. They are interactive, scenario-based experiences that bring business, government, and community leaders together to test how decisions get made when the situation is unclear, the pressure is high, and no single actor has the full picture. The goal is simple: build the relationships, habits, and coordination communities need before a real disruption hits. Piloting a Community Focused Simulation U.S. Chamber of Commerce Foundation began this work in Springfield, Illinois, working with the Greater Springfield Chamber of Commerce to pilot a community-based simulation. The purpose was not simply to test a crisis scenario, but to understand how a disruption would affect the businesses, services, and relationships that keep a local economy functioning. The scenario centered on a cyber-related disruption to the city's water system. As it evolved, participants had to navigate the technical problem as well as broader effects on public health, local businesses, and public confidence. One insight stood out: capacity exists, but coordination lags. Businesses, government agencies, and community leaders all had a role to play, but without clear pathways for communication and decision-making, that capacity was hard to activate. Testing It Under Pressure U.S. Chamber of Commerce Foundation recently built upon that work in the Dallas-Fort Worth Metroplex, in partnership with the Dallas Regional Chamber. This simulation took place in the context of the FIFA World Cup and introduced a disruption to GPS and timing systems. The complication was that systems did not fail outright. They continued to operate, but with unreliable data, creating confusion across transportation, logistics, and communications. The challenge wasn't responding to a single incident. But rather, deciding how to move forward when the signal itself was unclear. A few early takeaways: * Ambiguity is the real stress test: There is often no clear moment when a problem becomes a crisis. * Continuity matters more than certainty: Leaders must keep systems moving even without full information. * Coordination breaks down fastest when it's needed most: Alignment doesn't happen automatically, it must be built in advance. (Full findings are captured in the Dallas After Action Review) What U.S. Chamber of Commerce Foundation is Learning Across these simulations, a consistent pattern is emerging. Resilience depends as much on relationships and decision-making structures as it does on physical systems. When coordination is strong, communities are better positioned to respond. When it is not, even well-resourced systems can struggle. A few themes stand out: * Coordination is a capability: It needs to be practiced, not assumed. * Early communication matters: It helps leaders separate signals from noise before delays and fragmentation compound. * Business plays a critical role: But that role is most effective when it is clearly defined and integrated ahead of time. * Uncertainty is the norm: The ability to operate without perfect information is increasingly essential. Why This Matters Strategic simulations create a rare space for leaders to test coordination before a real crisis. They surface gaps, challenge assumptions, and build relationships that carry forward beyond the exercise itself. Its approach is both top-down and bottom-up: working with national business leaders to stress-test complex risks while also equipping local chambers and communities to strengthen resilience from the ground up. For communities, resilience is not only about emergency response. It is about protecting economic activity, maintaining public trust, and ensuring that businesses can continue serving the people and places that depend on them. What's Next The U.S. Chamber of Commerce Foundation is continuing to expand this work by developing tools and frameworks that chambers and communities can use to run strategic simulations across the country. By working through chambers and local business networks, the Foundation can help communities build resilience in a way that is practical, locally grounded, and connected to the businesses that anchor economic life. For organizations and leaders interested in engaging, partnering, or learning more, please reach out to Pamela Wilson, vice president of strategy and innovation, at [email protected]. Melissa mendizabal. Melissa is the senior manager of innovation on the Foundation's Incubator team. She spearheads a portfolio of projects focused on democracy and capitalism, geopolitical threats, and other wicked problems. Nick D'Intino. Nick D'Intino serves as the Expert Project Leader, Uncertainty Advantage for Boston Consulting Group.
Spaces with a story to tell. 5 award-winning projects show how design shapes the narrative * by vasia rigou * july 2, 2026 * published in articles. This story was originally published in the March/April issue of i+s Design doesn't just organize space - it shapes how IIDA International experience it. From workplaces to schools, hospitals, and hotels, the most compelling environments feel intentional, intuitive, and memorable. The projects below - all winners of the 2025 IIDA Global Excellence Awards - offer five lessons designers can apply anywhere. From creating social hubs at work to letting a dramatic landscape lead the story, these spaces show how design can shape the narrative. Let's take a closer look. The Workplace That Actually Works Boston Consulting Group, Calgary - HOK In Calgary, Boston Consulting Group's new office reflects the realities of hybrid work. The design is flexible, comfortable, and focused on people. A phased renovation brought in bookable offices, touchdown desks, and plenty of places to gather and move. And it's got personality. The retro-modern look brings in wood, chrome, and a handcrafted waffle-block ceiling that anchors the kitchen, which is now a social hub. It just works. And it reflects how people want to work today. Steal this idea: Pay special attention to the social hubs. Make the kitchen, lounge, or gathering spaces a destination. The School Where You Can't Help But Smile New Borovaya School, Belarus - ZROBIM architects I bet your school didn't look like this when you were a kid. At the New Borovaya School in Belarus, learning looks and feels fresh. Bright and playful, the design offers spaces for recreation, rest, and discovery. Flexible zones let curiosity take the lead. Vibrant colors help kids with wayfinding, and furniture offers choice - and just the right amount of whimsy. Steal this idea: Don't fear color. Used strategically, it can guide movement, boost mood, and make spaces unforgettable. The Hospital That Feels Human King's College Hospital London, Jeddah - HKS Architects For the designers behind this hospital, the cultural and spiritual stakes were high. The building sits along a pilgrimage route to Mecca, and the design had to bring together cultural identity, hospitality, and next-generation care. They did it. In the entry hall, light filters through a honeycomb facade. Warm tones reference rawashins, the ornate wooden screens found on historic Jeddah buildings. And green accents nod to the nearby Red Sea. It's warm, it's compassionate, it's intuitive, and it's deeply human. Steal this idea: Design with cultural memory. A space that reflects local history instantly feels grounded, welcoming, and authentic. The Office That Ditches the Corner Office PwC Canada, Toronto - M Moser Associates PwC Canada's Toronto HQ ditches the pre-Covid office model in favor of a design that's flexible and built for connection. Designers asked employees what they wanted, and the answer was loud and clear - choice and control. There are no private offices here, just easily adaptable zones that support collaboration and customization. Accessibility is front and center, with barrier-free pathways and contrast cues. It's a workplace where the future of professional services feels a little more human. Steal this idea: Kill the corner office. When hierarchy disappears, collaboration and connection get a lot easier. The Hotel That Lets Nature Steal the Show Deqin Meri Poodom Hotel - W.DESIGN Listen, this hotel brings the drama. The Deqin Meri Poodom plays to the strength of its site. It's 3,600 meters above sea level, on China's Meili Snow Mountain. The space merges regional culture with passive design to create a retreat that feels like a sanctuary. And honestly, you can't beat those views. Large windows let in light and landscapes, and minimal furnishings allow snow-capped mountains to play a starring role. Overall, the effect is transfixing - and transcendent. Steal this idea: When the site is spectacular, step back. Let the views do the storytelling.
"Four economic sectors are currently hit particularly hard" The automotive industry and medical technology are operating under difficult conditions according to the BCG data. Photo: IMAGO/ IMAGO An exclusive analysis by Boston Consulting Group shows where the crisis pressure is highest and why 150 large companies are already considered distressed. 06/22/2026 - 2:39 PM "Hellweg files for insolvency", "Auto crisis catches up with BMW", "Evonik cuts another 3,200 jobs by end of 2029" - these were three headlines from the past week. Added to that: the follow-up insolvency of a chemical plant in Leuna, the tightened austerity measures at BASF, and reports on the next emergency at department store chain Galeria. This is a snapshot. And yet many will likely find the topics quite familiar: For months, bad news from German corporations has dominated economic news, and the weaknesses of the location have been discussed extensively. In short: There has rarely been so much crisis. This is also shown by the new Industry Crisis Radar from Boston Consulting Group (BCG), with which the consulting firm attempts to record restructuring risks for the overall economy and for various industries. "The result is clear," says Tobias Wens, partner in BCG's restructuring team. "Our index is currently around 40 percent above the pre-Corona level." This is the highest level "we have measured since the start of our analyses." According to Wens, this means the restructuring pressure in German-speaking countries has "structurally settled at a permanently higher level." With the Industry Crisis Radar, BCG had already regularly measured the crisis mood in the country in previous years. Now the data basis has been significantly expanded. "In addition to sentiment, i.e., perception of the crisis, we now also consider hard macroeconomic data such as inflation and labor cost indices, incoming orders, and insolvency figures," explains BCG expert Elias Kurta. Added to this are microdata from company reports and financial databases. "Artificial intelligence enables us to systematically evaluate more than 1,000 sources," says Kurta. The results are then validated by BCG industry specialists. According to the data, currently "around 150 large companies are classified as distressed," says Kurta. These are particularly companies where sales and profit margins are declining and their debt is comparatively high. Even in medical technology, pressure is rising. There is no shortage of crisis drivers: weak demand, overcapacity, higher financing costs, and geopolitical uncertainty are considered the main factors. They are currently hitting four economic sectors particularly hard, says Wens. Specifically, these are manufacturers of consumer goods, producers of medical technology, mechanical and plant engineering, and - no surprise - the automotive industry. There, many factories are not operating at full capacity, sales in China have collapsed. At the same time, many companies have invested a lot of money in the shift to electromobility - but in many cases, that is not yet paying off. That the automotive sector is in crisis is known, says Wens. What currently keeps him and his colleagues in restructuring consulting busy is also mechanical and plant engineering. "Export dependence, increased material costs, and competition from China play a role," says Wens. "This leads to companies in this area coming under more and more pressure." The situation for manufacturers of fast-moving consumer goods (FMCG) is similarly precarious. Here too, restructuring pressure has significantly increased. "A short time ago, hardly anyone would have thought that possible," says Wens. But the business model of recent years - financing revenue growth through price increases - is reaching its limits. "Consumers are buying less, private labels are gaining market share, and retailers are negotiating harder again." Even in medical technology, long considered a crisis-proof future industry, the need for restructuring is rising rapidly according to BCG data. Hospitals have to buy more cost-consciously, and demand from China has weakened. The result: "Many medical technology companies are now operating under difficult conditions," says Wens. Indeed, the BCG radar also shows that not all industries are under equal pressure. Sectors such as renewable energies or the pharmaceutical industry record comparatively low risk. That is the good news. The bad news: The majority of the German economy remains in the danger zone. There will likely be no shortage of crisis news this week either. More quality in your search results Make WiWo your important news source on Google.
AI in textile industry set for explosive growth, reaching $21.4 billion by 2033. Europe needs €11 billion investment to scale textile-to-textile recycling. April 9, 2026 A new industry report has revealed that scaling textile-to-textile (T2T) recycling in Europe is technically feasible but economically challenging, requiring at least €11 billion in investment over the next decade to become viable. The report, published by industry association ReHubs in collaboration with Boston Consulting Group (BCG), highlights a significant gap between sustainability ambitions and economic reality. While T2T recycling is positioned as a critical solution for circular textiles, current cost structures remain uncompetitive compared to established recycling routes such as bottle-to-textile. Economic barriers and structural cost challenges. According to the report, T2T recycled fibres represent a new category designed to address environmental pressures, but they come with inherently higher processing costs. As a result, profitability remains weak - particularly for standalone recyclers. In some cases, polyester recyclers face negative EBIT margins ranging from -75% to -25%, underscoring the financial risks involved. Without coordinated support mechanisms across the value chain, the sector is unlikely to attract sufficient private investment. The authors stress that bridging this economic gap will require shared risk models, policy support, and stronger collaboration between stakeholders. Collection and sorting bottlenecks limit progress. Despite growing volumes of textile waste in Europe, the infrastructure needed to support large-scale recycling remains underdeveloped. In 2025, Europe generated approximately 15.2 million tonnes of textile waste, with around 13.3 million tonnes classified as post-consumer waste. However, only 1.5 million tonnes were collected and sorted - highlighting a major bottleneck in the system. Current collection rates stand at roughly 33%, while sorting capacity reaches only 36%. These limitations significantly reduce the volume of materials available for T2T recycling, restricting its scalability. At the same time, fast fashion continues to accelerate waste generation. European consumers now purchase an average of 95 textile items per year, with demand expected to grow further over the next decade. Scaling targets require systemic transformation. The report outlines ambitious targets for expanding T2T recycling, aiming to increase its share from below 1% today to approximately 15% by 2035. To achieve this, collection rates would need to rise from 33% to 50%, while sorting capacity must expand from 36% to 63%. In parallel, recycling output would have to reach 2.7 million tonnes of new fibres annually. Meeting these targets would require capital expenditure between €8-11 billion and annual operational costs of up to €6.5 billion. Policy support and industry alignment critical. The study highlights that regulatory momentum is already building across Europe, including initiatives such as mandatory textile collection. However, translating policy into operational success remains a key challenge. Recommended actions include expanding collection infrastructure, improving sorting technologies, introducing recyclability standards in textile production, and aligning industry definitions and data frameworks to increase investor confidence. Crucially, the report argues that a full economic assessment should also consider the avoided costs of landfill and waste management, which are currently borne by public systems. Outlook: circular ambitions face economic reality. While the push toward circular textiles continues to gain momentum, the report makes it clear that achieving large-scale T2T recycling will require more than technological readiness. Without significant financial support, regulatory alignment, and value chain coordination, the sector risks falling short of its sustainability goals. However, with the right investment and policy framework, Europe has the potential to build a robust textile recycling ecosystem - one capable of transforming waste into a valuable resource and redefining the future of the industry. April 3, 2026 Apparel brand Lululemon has invested in UK-based startup Epoch... April 3, 2026 Textile-to-textile regeneration company Reju has secured €135 million in... April 2, 2026 ABB has signed a Memorandum of Understanding (MoU) with... April 2, 2026 International circular economy specialist Reconomy has joined ReHubs, a... April 1, 2026 At Colombiatex 2026, sustainability-driven solutions and alternative raw materials... March 31, 2026 · Carbios confirms its objective for the Longlaville plant... March 31, 2026 Spain's textile machinery and technology sector is increasingly aligning... March 25, 2026 A high-performance Starlinger Recostar 165 IV+ recycling line (2022)... March 23, 2026 Europe's textile sector lacks a shared, harmonized fact... March 9, 2026 The transition toward circular materials in the global textile... February 11, 2026 PANECO(R), a Japan-made circular textile recycling board developed for... February 10, 2026 Every year, an estimated 37 million low-quality plastic garments... EDITOR PICKS April 9, 2026 April 8, 2026 April 7, 2026 April 9, 2026 April 2, 2026 April 3, 2026 April 7, 2026 About Kohan Textile Journal. Kohan Textile Journal as a leading textile magazine tries to cover middle east textile news and African textile news. Its mission is to collect and releasing the latest textile news from the middle east and African textile industry. (C) Kohan Textile Journal
Students from Princess Sumaya University for Technology achieve first place globally in ICC2026 competition. Apr 5, 2026 Students from the King Talal School of Business Technology at Princess Sumaya University for Technology (PSUT) have achieved a remarkable accomplishment by securing first place worldwide in the eighth edition of the International Case Competition (ICC2026). The competition was organized online by The American University in Cairo in collaboration with Boston Consulting Group, with the participation of 132 teams from 34 universities across 20 countries. The PSUT team was represented by students Tala Ghannam and Saif Al-Qal'awi, majoring in Business Administration, under the supervision of Dr. Ola Al Haddid. Their victory came as a result of their outstanding performance in analytical thinking, teamwork, and innovative problem-solving in the field of business. PSUT President, Prof. Wejdan Abu Elhaija, expressed her pride in the students and their supervisor for their global achievement, which reflects the excellence of King Talal School of Business Technology students and their ability to apply academic knowledge to analyze real-world challenges and deliver innovative strategic solutions in line with the highest international standards. She further noted that excelling in the international ICC2026 competition demonstrates the effectiveness of the university's academic programs, which emphasize the development of analytical thinking, decision-making, and teamwork skills, thereby enhancing students' readiness to integrate into competitive business environments. This aligns with the vision of HRH Princess Sumaya bint El Hassan, Chair of PSUT's Board of Trustees, in empowering youth and preparing them to become leaders in the knowledge economy. It is worth noting that PSUT continues to develop its curricula and strengthen partnerships with leading global institutions, contributing to the preparation of highly qualified graduates capable of making a meaningful impact in the business sector both locally and internationally. Apr 19, 2026 Apr 13, 2026 The "Aurallis" team from the King Talal School of Business Technology at Princess Sumaya University (PSUT) for Technolog... Apr 8, 2026 The Dean of Student Affairs, Dr. Ramzy Radaideh, at Princess Sumaya University for Technology (PSUT) announced the resul... Apr 6, 2026 The Jordan Securities Commission (JSC) and Princess Sumaya University for Technology (PSUT) signed a Memorandum of Under... Apr 1, 2026 Princess Sumaya University for Technology (PSUT) has announced the expansion of its academic collaboration with Aircom,... Apr 1, 2026 The President of Princess Sumaya University for Technology (PSUT), Prof. Wejdan Abu Elhaija, patronized the event commem... Mar 29, 2026 A team from the Department of Accounting at the King Talal School of Business Technology at Princess Sumaya University f... Feb 16, 2026 The women's beach volleyball team and the women's 3x3 basketball team of Princess Sumaya University for Technology (PSUT...