We work together as a team and we always have each other’s back.

From Specialist To Generalist

I spent five years practicing law before starting at McKinsey. I realized that I wanted to change my career from being a specialist within the legal world to becoming a generalist with the ability to step into any industry. As someone who is naturally very curious, management consulting is the ideal industry to get involved with. You are constantly growing as you experience working with clients across any industry, problem solving in different roles, and working with colleagues with varied backgrounds and experiences.

The Mckinsey Community

McKinsey has a dual mission: to create lasting impact for our clients and to develop and excite exceptional people. Developing our people is taken very seriously, and you quickly realize that there is a unique sense of community among colleagues. From day one, you are treated as much an equal member as any senior partner. We work together as a team and we always have each other’s back. Our people and our onboarding processes are accustomed to welcoming new hires, including those who do not have a background in business, in a supportive way. It is known that you have to learn how to become a consultant and there are plenty of room and resources for you to focus on learning.

Designing A Guiding Star

Our approach at McKinsey is to develop hypotheses as soon as we have just enough data to build upon. The benefits of this tactic are almost immediately clear, especially when you are advising top-level managers who often require you to deliver recommendations quickly. During a banking project, my team and I were brought in to revise an internal project that had gone awry. Our client had more than 70 people assigned, but the project lacked a cohesive direction, and there was no transparency in terms of milestones or an end goal. Instead, a lot of people were focusing on specific details that had no relevancy in the end and completely overlooked other essential aspects. During the first week, we broke down the project into concrete building blocks. That way, we could pinpoint what needed to be done and what actions were necessary to take. It gave the project a clear direction and meant that people could either focus their attention to where it mattered or be relieved of the project and spend their time and energy elsewhere in the organization.

Education

INSEAD
MBA

University of Copenhagen
MS, law

Technical University of Denmark
BS, mechanical engineering