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Stephen Hall

Senior Partner, London
Brings more than 25 years of experience in the energy and mining sectors to his work counselling clients on strategy and performance challenges

About Stephen

Stephen Hall is a senior partner in McKinsey’s London office and leads our work on energy and basic materials in the UK. He works extensively in the energy and mining sectors, serving clients across Europe, North America and Asia on a broad array of strategic and performance-related topics.

Stephen is also a leader of our work on corporate strategy, a co-leader of our global Strategy Practice and the leader of McKinsey’s Directors Forum, an annual programme training senior executives from top UK and European companies in their responsibilities as non-executive board directors. His functional expertise is focused on business unit and corporate strategy, portfolio optimisation and resource allocation.

His recent projects include leading McKinsey’s support for a cross-border post-merger integration between two major European energy companies, advising on the reconfiguration of the operations of a global metals and mining company, assisting a leading US energy company in developing a market-entry strategy for Europe, counselling a Middle East investment company on strategy and organization and developing an integrated organisation agenda for a major North Sea oil company.

Before joining McKinsey, Stephen served as a lieutenant in the Parachute Regiment and worked with Shell as a petroleum engineer. He graduated as a Russell Palmer scholar with an MBA from the Wharton School at the University of Pennsylvania and holds a degree in economics, engineering and management from the University of Oxford.

Published work

The big choices for oil and gas in navigating the energy transition,” McKinsey & Company, March 2021

Reinventing upstream oil and gas operations after the COVID-19 crisis,” McKinsey & Company, August 2020

Toward a net-zero future: Decarbonizing upstream oil and gas operations,” McKinsey & Company, December 2019

Transformation with a capital T,” McKinsey & Company, November 2016

How quickly should a new CEO shift corporate resources?McKinsey Quarterly, October 2013

Breaking down the barriers to corporate resource allocation,” McKinsey Quarterly, October 2013

Never let a good crisis go to waste,” McKinsey Quarterly, October 2013

How to put your money where your strategy is,” McKinsey Quarterly, March 2012

The power of an independent corporate center,” McKinsey Quarterly, March 2012

Past experience

Project and petroleum engineer

Parachute Regiment


Wharton School, University of Pennsylvania
MBA, business administration

University of Oxford
MA, economics, engineering, and management