Daniel Monzon
Daniel advises national and international energy companies on corporate strategy, organization and technology management.. He has experience in 20+ countries.
Areas of Focus
Education
Universidad del Salvador (Argentina)
Master in Business Administration
Universidad Nacional de Buenos Aires (Argentina)
BS, Industrial Engineering
Past Experience
Wood Mackenzie
Vice President, Head of Southern Cone Consulting
Arthur D. Little
Principal
Country Grouping
Daniel is a Partner at Arthur D. Little, heading our Buenos Aires office, and a member of our Global Energy Practice.
He has provided assistance to both national and international energy, oil, and gas companies on corporate strategy, organization, and economic analysis in the Middle East, Asia, Europe, Latin America, and Africa.
Since joining Arthur D. Little, he has led studies to support National and International companies in taking organizational and investment decisions, as well as providing strategic assistance in refining, exploration, production, and transport, including international expansion.
Daniel has supported Latin American key energy industry players such as YPF, Repsol, COPEC, ENAP, Pampa Energía, ANCAP, Petroperu, ANP, and Ecopetrol to develop their growth and expansion strategies.
Daniel has extensive experience in refining & marketing, refinery valuation & conceptual design, technology selection and conversion upgrade feasibility, as well as the biofuels, LPG trading, and distribution businesses.
Accelerating the financing of sustainable transport fuels
Transport was responsible for 14% of global greenhouse gas (GHG) emissions in 2023. While electrification is the most efficient way to decarbonize road transport, inland/nearshore shipping, and even short-haul flights, it does not cover every use case. That means different approaches will be needed for areas such as long-haul flights (2% of GHG emissions) and shipping (1% of GHG emissions).
Why the bio-based materials market is finally poised for growth
This is now changing rapidly, reinvigorating the market. Demand is growing, driven by increasingly environmentally conscious consumers and governments’ Net Zero targets requiring consumer-focused product companies to achieve sustainability. Finally, technology breakthroughs are bringing down production costs for bio-based materials, while improving their performance to make them comparable or superior to fossil-based counterparts.
The energy transition dilemma for national oil companies
The COVID-19 pandemic and the subsequent crisis in the oil and gas (O&G) industry have presented national oil companies (NOCs) and their governments with an apparent dilemma: (1) become early adopters of decarbonization initiatives, or (2) take a slower, “wait and see” approach until outside pressure forces them to commit to a decarbonization path. In fact, the solution can instead be a strategy that embraces sustainability as an element of the NOC’s core business, creating value for stakeholders.
The disrupted energy transition
So, though “net zero” may remain an overarching ambition, how will this severe and unexpected event disrupt the energy transition? In this Viewpoint, we consider how it's possible to move to a cleantech economy while ensuring the security of supply for power and heat.
Petroleum: Surviving in the post-COVID-19 era
The pandemic has created a perfect storm for the global petroleum industry, combining oversupply with a dramatic fall in demand – all at a time when ongoing requirements to decarbonize economies are gathering pace. We look at potential scenarios for the future, analyzing the impact on different market players over both the short and long term.
The forecourt of the future
The traditional forecourt model is at its inevitable end. Electric vehicles (EVs), autonomous cars, data analytics, and the Internet of Things (IoT) are only a few of the emerging technologies threatening the classic fuel-station customer experience. What will the next-generation forecourt scene be like?
Transformation of the fuel retail business should not be underestimated. Its huge dimension (over 300,000 sites globally) implies that it will not only impact existing players, but also revolutionize its customers and adjacent markets.
Shaping the oil company of the future
After over a century of growth, demand for oil is likely to peak and begin to decline by around 2035. This will lead to radical transformation of the industry, convergence, new entrants and new business strategies. What will this future ecosystem will look like? Will existing players be able to survive and even benefit from these new challenges? We explore what the successful oil company of the future will look like.
Introduction
Electric mobility impact on downstream oil business
Mobility has been dominated by combustion engines and fuelled by oil companies. Regulation, customer demand and technological development, are pushing electricity as a mobility power source, which will inevitably impact the downstream oil business. While the traditional business model is under threat, new opportunities arise.
There is still uncertainty over the potential of electric mobility and the impact it could have on certain businesses, but we have deep-dived and estimated the impact on the downstream oil business.
Energy Journal – Utilities
The global electricity industry is wrestling with its legacy as it undergoes the most significant structural changes since Thomas Edison invented the light bulb in 1879. The forces of innovation and disruption led by technological advances and economic viability of several trends such as decentralized renewable energy, energy storage, digitalization/smartization of networks, electric vehicles, active policy making and regulation, and the influx of new market entrants in the power sector are the main drivers of the current transformation.
The oil company of the future
What are oil companies going to look like in the future?
The oil industry is shifting towards NOC hegemony, peak oil is arriving from the demand side, and the energy mix is changing. Oil companies’ profiles are in constant evolution, and they are already adapting their business strategies to the forthcoming era. However, will they know how to leverage their core competences to survive and even benefit from such new challenges?
Dead end approaches for high- sulfur fuels
Demand switch to low-sulfur fuels has been uneven across the globe, but environmental and engine regulations are pressing sulfur specs to extremely low limits. Refiners need to act accordingly since there will not be place to sink high-sulfur fuels anymore.
Petroleum refiners and shippers struggle over marine fuel
The marine-fuel sector is facing lower-sulfur-content specifications, with the major change taking place in January 2020. Both petroleum refiners and ship owners could contribute to close the supply-demand gap, but all players’ contributions will depend on each other’s, in both impact and timing.
What is next for petroleum downstream?
Petroleum downstream has been adapting to increasing competition and challenging regulations, and is suffering from lower returns than the upstream segment. Industry challenges will intensify, and new energy sources for mobility will impact the entire fuel value chain. Downstream players need to rethink their business models and innovate to protect their share of the mobility market.
Daniel is a Partner at Arthur D. Little, heading our Buenos Aires office, and a member of our Global Energy Practice.
He has provided assistance to both national and international energy, oil, and gas companies on corporate strategy, organization, and economic analysis in the Middle East, Asia, Europe, Latin America, and Africa.
Since joining Arthur D. Little, he has led studies to support National and International companies in taking organizational and investment decisions, as well as providing strategic assistance in refining, exploration, production, and transport, including international expansion.
Daniel has supported Latin American key energy industry players such as YPF, Repsol, COPEC, ENAP, Pampa Energía, ANCAP, Petroperu, ANP, and Ecopetrol to develop their growth and expansion strategies.
Daniel has extensive experience in refining & marketing, refinery valuation & conceptual design, technology selection and conversion upgrade feasibility, as well as the biofuels, LPG trading, and distribution businesses.
Accelerating the financing of sustainable transport fuels
Transport was responsible for 14% of global greenhouse gas (GHG) emissions in 2023. While electrification is the most efficient way to decarbonize road transport, inland/nearshore shipping, and even short-haul flights, it does not cover every use case. That means different approaches will be needed for areas such as long-haul flights (2% of GHG emissions) and shipping (1% of GHG emissions).
Why the bio-based materials market is finally poised for growth
This is now changing rapidly, reinvigorating the market. Demand is growing, driven by increasingly environmentally conscious consumers and governments’ Net Zero targets requiring consumer-focused product companies to achieve sustainability. Finally, technology breakthroughs are bringing down production costs for bio-based materials, while improving their performance to make them comparable or superior to fossil-based counterparts.
The energy transition dilemma for national oil companies
The COVID-19 pandemic and the subsequent crisis in the oil and gas (O&G) industry have presented national oil companies (NOCs) and their governments with an apparent dilemma: (1) become early adopters of decarbonization initiatives, or (2) take a slower, “wait and see” approach until outside pressure forces them to commit to a decarbonization path. In fact, the solution can instead be a strategy that embraces sustainability as an element of the NOC’s core business, creating value for stakeholders.
The disrupted energy transition
So, though “net zero” may remain an overarching ambition, how will this severe and unexpected event disrupt the energy transition? In this Viewpoint, we consider how it's possible to move to a cleantech economy while ensuring the security of supply for power and heat.
Petroleum: Surviving in the post-COVID-19 era
The pandemic has created a perfect storm for the global petroleum industry, combining oversupply with a dramatic fall in demand – all at a time when ongoing requirements to decarbonize economies are gathering pace. We look at potential scenarios for the future, analyzing the impact on different market players over both the short and long term.
The forecourt of the future
The traditional forecourt model is at its inevitable end. Electric vehicles (EVs), autonomous cars, data analytics, and the Internet of Things (IoT) are only a few of the emerging technologies threatening the classic fuel-station customer experience. What will the next-generation forecourt scene be like?
Transformation of the fuel retail business should not be underestimated. Its huge dimension (over 300,000 sites globally) implies that it will not only impact existing players, but also revolutionize its customers and adjacent markets.
Shaping the oil company of the future
After over a century of growth, demand for oil is likely to peak and begin to decline by around 2035. This will lead to radical transformation of the industry, convergence, new entrants and new business strategies. What will this future ecosystem will look like? Will existing players be able to survive and even benefit from these new challenges? We explore what the successful oil company of the future will look like.
Introduction
Electric mobility impact on downstream oil business
Mobility has been dominated by combustion engines and fuelled by oil companies. Regulation, customer demand and technological development, are pushing electricity as a mobility power source, which will inevitably impact the downstream oil business. While the traditional business model is under threat, new opportunities arise.
There is still uncertainty over the potential of electric mobility and the impact it could have on certain businesses, but we have deep-dived and estimated the impact on the downstream oil business.
Energy Journal – Utilities
The global electricity industry is wrestling with its legacy as it undergoes the most significant structural changes since Thomas Edison invented the light bulb in 1879. The forces of innovation and disruption led by technological advances and economic viability of several trends such as decentralized renewable energy, energy storage, digitalization/smartization of networks, electric vehicles, active policy making and regulation, and the influx of new market entrants in the power sector are the main drivers of the current transformation.
The oil company of the future
What are oil companies going to look like in the future?
The oil industry is shifting towards NOC hegemony, peak oil is arriving from the demand side, and the energy mix is changing. Oil companies’ profiles are in constant evolution, and they are already adapting their business strategies to the forthcoming era. However, will they know how to leverage their core competences to survive and even benefit from such new challenges?
Dead end approaches for high- sulfur fuels
Demand switch to low-sulfur fuels has been uneven across the globe, but environmental and engine regulations are pressing sulfur specs to extremely low limits. Refiners need to act accordingly since there will not be place to sink high-sulfur fuels anymore.
Petroleum refiners and shippers struggle over marine fuel
The marine-fuel sector is facing lower-sulfur-content specifications, with the major change taking place in January 2020. Both petroleum refiners and ship owners could contribute to close the supply-demand gap, but all players’ contributions will depend on each other’s, in both impact and timing.
What is next for petroleum downstream?
Petroleum downstream has been adapting to increasing competition and challenging regulations, and is suffering from lower returns than the upstream segment. Industry challenges will intensify, and new energy sources for mobility will impact the entire fuel value chain. Downstream players need to rethink their business models and innovate to protect their share of the mobility market.
More About Daniel
- Universidad del Salvador (Argentina)Master in Business Administration
- Universidad Nacional de Buenos Aires (Argentina)BS, Industrial Engineering
- Wood MackenzieVice President, Head of Southern Cone Consulting
- Arthur D. LittlePrincipal