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Kevin Laczkowski

Senior PartnerChicago

Global coleader of the Automotive & Assembly Practice and part of the senior leadership team for the firm’s Strategy & Corporate Finance and Transformation Practices

Kevin is the global coleader of McKinsey’s Automotive & Assembly Practice. In addition, he is part of the senior leadership team of McKinsey’s Strategy & Corporate Finance Practice and McKinsey Transformation. His client work spans Auto, Machinery, PowerSports and Industrial Automation clients, amongst other sectors. 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.


This way out: How leading companies chart a full-potential COVID-Exit,” McKinsey & Company, December 2020

Key success factors in a strategic transformation: A conversation with Kevin Laczkowski,” McKinsey & Company, October 2019

The role of strategy in a transformation: A conversation with Kevin Laczkowski,” McKinsey & Company, October 2019

Bringing the best of McKinsey,” McKinsey & Company, August 2019

Sharing a client success story,” McKinsey & Company, August 2019

Published Work

Full speed ahead: The automotive sector’s resilience imperative,” McKinsey & Company, May 2023

Can the automotive industry scale fast enough?,” McKinsey & Company, May 2022

Why your COVID-19 exit needs ‘strategy inserts,’” McKinsey & Company, June 2021

The CFO’s role in helping companies navigate the coronavirus crisis,” McKinsey & Company, March 2020

The numbers behind successful transformations,” McKinsey & Company, October 2019

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


Northwestern University, Kellogg School of Management

Northwestern University, McCormick School of Engineering

University of Michigan
MSc, mechanical engineering

Western Michigan University
BSc, mechanical engineering