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Emma Gibbs

Partner, London
Advises public- and private-sector clients on strategy, with focus on the interface of the two sectors

About Emma

As a leader in the firm’s Strategy & Corporate Finance Practice, Emma’s client work improves the performance of a variety of enterprises in the public and private sectors and often focuses on managing complexities at the interface of the two. She spends most of her time working with materials, energy, and defence organisations in the United Kingdom, many of which have global reach. For example, she recently helped one of the world’s largest mining companies rethink its board-level strategic priorities in light of emerging geopolitical, demographic, and technical macrotrends. She also helped create public- and private-sector strategies to provide electricity to four million households in southern Africa.

Emma regularly works with government agencies and she has helped create billions of pounds of cost savings by improving contract management in industry-provided equipment-support services. She also helps inform strategic decisions in government. For example, she recently developed and evaluated options for turning around a government-owned, multimillion-pound enterprise.

McKinsey Quarterly, Harvard Business Review, and others have published Emma’s insights on strategic topics. She contributes to McKinsey Center for Government research and has written McKinsey Global Institute research on advancing women’s equality in the United Kingdom.

Emma first joined McKinsey as a business analyst in London. She later worked on international development strategies with governments, UN agencies, and nongovernmental organisations before returning to McKinsey.

Emma is a trustee of Sands (Stillbirth and Neonatal Death Society).

Published work

How negative emissions can help organizations meet their climate goals,” McKinsey & Company, June 2021

Adapting tax collection for uncertain times,” McKinsey & Company, September 2020

Four innovations in reshaping tax administration,” McKinsey & Company, January 2018

Risky Business: UK plc assesses its viability,” McKinsey & Company, December 2016

The power of parity: Advancing women’s equality in the United Kingdom,” McKinsey Global Institute, September 2016

Who’s Better at Strategy: CFOs or CSOs?,” Harvard Business Review (Blog Network), January 2016

Building a better partnership between finance and strategy,” McKinsey & Company, October 2015

What Makes a Great Chief Strategy Officer,” Harvard Business Review (Blog Network), May 2015


Cambridge University
MEng, manufacturing engineering

Columbia University

London Business School