Kevin is the global leader of the firm's corporate strategy work for our Strategy & Corporate Finance Practice. His work focuses on strategy, mergers and acquisitions, and performance transformation across a variety of advanced-industrial subsectors, and he has supported a diversity of related companies on these topics. He is also a leader of our work in advanced industries, including construction equipment, engines, automotive, rail, specialty wheeled vehicles, and industrial controls.
Examples of Kevin’s client experience include helping a leading industrial-products company develop its global product strategy, supporting an advanced-industrial firm with the divestiture of a major business unit, working with another industrial company to identify value-creating platforms and M&A targets, and helping an industrial-components business drastically improve its performance through efforts including a major cost restructuring.
In addition to his client service, Kevin has worked with civic and business leaders to support economic development and job creation in Chicago.
Prior to joining McKinsey, Kevin worked for Ford Motor Company and Eaton.
Published work
“Bubbles pop, downturns stop,” McKinsey Quarterly, May 2019
“For OEMs in the United States, the aftermarket is fertile ground,” McKinsey & Company, April 2019
“Seeing your way to better strategy,” McKinsey & Company, November 2018
“How industrial companies can respond to disruptive forces,” McKinsey & Company, April 2018
“How OEMs can seize the high-tech future in agriculture and construction,” McKinsey & Company, March 2018
Education
Northwestern University, Kellogg School of Management
MBA
Northwestern University, McCormick School of Engineering
MEM
University of Michigan
MSc, mechanical engineering
Western Michigan University
BSc, mechanical engineering