Aerospace and Defense

About Kevin

Kevin is a leader in McKinsey’s global Aerospace & Defense Practice where he supports strategic business transformations and leads a wide range of operating excellence initiatives.

In the strategy area, Kevin led a recent project for a global defense electronics business that identified new opportunities for growth in core, adjacent, and international markets. In another engagement, Kevin lead a strategy definition and supply chain restructuring program for a US helicopter manufacturer, an effort that encompassed manufacturing strategy, footprint consolidation, total cost restructuring, supply chain strategy and integration.

Kevin’s operations expertise includes product development, design-to-value (DTV), production, and supply chain management. A recent client project supported the transformation of a US Navy ship builder, including business restructuring, cost transformation, and capability building.

Several recent engagements were aimed at increasing affordability of programs and capturing savings in operating functions. He spearheaded a McKinsey team’s market-based affordability and cost transformation program for an aerospace & defense prime contractor which resulted in over $2 billion of savings in direct labor productivity, indirect cost, direct material procurement, and major sub-contracts. Similarly, he served a tier I supplier in commercial aerospace & defense, reducing working capital and optimizing inventory management to save over $500 million.

While with Boeing’s Manufacturing Research & Development group, Kevin led development efforts related to the V-22 tilt-rotor, CH-47, and Comanche helicopter programs.

Published work

“Managing a downturn: How the US defense industry can learn from its past,” McKinsey & Company, April 2013

Past experience

Education