More than 20 years at McKinsey & Company - first as a contracted specialist and, from 2010, as an employee - on the business operations side, not as a consultant. Known within the firm as the person brought in when a team or business unit lacks structure or visibility.
Every role has followed the same pattern: taking on an operation that was fragmented or not yet built; establishing clear ownership of decisions, a regular review cycle and the leadership reporting it lacked; and leaving it able to run reliably without depending on any one person. Each move came at a senior leader's request, with a bigger remit than the last.
I work as comfortably with Senior Partners as with junior delivery teams, turning priorities into practical plans and keeping people aligned until the work is done.
Operational lead for McKinsey's week-long global leadership program at the University of Cambridge - around 1,100 participants and 2,500+ attendees a year on a budget in excess of $8 million. Replaced email, spreadsheets and sticky notes with one Smartsheet timeline and documented processes, grew participation by 38% without enlarging the team, and negotiated a single event contract agreed by all eight host colleges. After handover, the role was split into three positions.
Two portfolios working in silos, with little leadership visibility of capacity, meant scheduling conflicts and lost revenue. Co-built a Salesforce dashboard covering both (around 12 specialists within a wider pool of about 50), reviewed twice a week by project teams and fortnightly by leadership. Clashes became rarer, and decision-makers could weigh one large engagement against several smaller ones.
Ran McKinsey's Cyber Awareness Program for around 35,000 colleagues worldwide and rebuilt its intranet site around its users, with page- and link-level analytics. Product owner for the firm's first mandatory data risk training, a digital game, from requirements to worldwide launch - it reached 85% completion within the target window.
Designed and ran a monthly call for 32 Partners and Senior Partners across Europe and EEMA, covering finances, top engagements and people topics, giving them one shared view of the business. Created a regional update format the Practice later adopted worldwide as its standard, and ran client activation communities of up to 150 participants.
Brought in to create the operating model the region lacked: a monthly call for 32 Partners and Senior Partners, a rebuilt opportunity tracking and reporting process, and a regional update later adopted worldwide. Managed annual budgets in excess of €400,000, delivered to plan in every cycle.
Co-built a Salesforce dashboard giving one view of resourcing across the Data & Analytics and Operations portfolios, defined its pipeline stages and reporting standards, and introduced capacity planning frameworks that eased deployment bottlenecks.
Recruited for delivery capability to give the firm's awareness program a working operating model. Ran the Cyber Awareness Program for around 35,000 colleagues, owned the first mandatory data risk training, and led a multidisciplinary team of 4-6.
Operational lead for the firm's flagship leadership program - around 1,100 participants a year - leading an in-house team of around 10 plus up to 15 external partners, and the primary escalation point for Firm Leadership and Senior Partners.
Key member of the office's full refurbishment, delivering 10 full-floor moves over two years for around 1,000 colleagues. Ran workplace operations, line-managed a team of 6 and headed the office's Emergency Management Team.
Planned space across two London sites and relocated a satellite office of around 130 people to a tight deadline, coordinating IT, real estate, legal, facilities and Partners.
