Kevin is a senior partner in McKinsey’s Transformation Practice. He has over twenty years of experience helping clients fundamentally change their trajectory and putting them on a path to long term, sustainable growth. Kevin’s work spans the fields of corporate strategy and finance, organizational development, and capability building. He regularly advises management teams, boards of directors, and other key stakeholders, and has particular expertise guiding CFOs through periods of transition. Kevin’s perspective is informed by his experience serving many clients in interim-executive roles and his consulting work in myriad industries across Europe and North and South America.
Prior to joining McKinsey, Kevin served as a managing director of a national restructuring firm and worked at a global OEM in the auto sector.
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“A Primer in Resilience,” McKinsey & Company, January 2020
“The importance of acting early,” McKinsey & Company, March 2019
“A new paradigm for companies in bankruptcy,” McKinsey & Company, March 2019
Published work
“In conversation: The CFO’s role in talent development,” McKinsey & Company, April 2022
“Emerging stronger from the crisis: What’s next for regional providers?,” McKinsey & Company, October 2021
“The CFO’s role in capability building,” McKinsey & Company, April 2021
“The CFO’s role in helping companies navigate the coronavirus crisis,” McKinsey & Company, March 2020
“A primer in resilience: Maximizing value beyond earnings,” McKinsey & Company, November 2019
“Maintaining a long-term view during turnarounds,” McKinsey & Company, April 2015