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Kevin Orbinski

Partner, Toronto
Partners with clients to develop and implement large-scale transformation programs that strengthen operational and management performance and drive increased profitability.

About Kevin

With more than 20 years of experience designing and implementing performance management practices, Kevin helps clients drive continuous managerial and operational improvement. Known for understanding technical details, seeing what is possible, and setting challenging goals, he leads teams and provides coaching from the C-suite to the front line. This support helps individual and teams collectively achieve sustainable results in growth, profitability, and return on investment.

Working in both the head office and on-site, Kevin devises operational strategy and performance improvement programs to fit unique circumstances and goals. With an eye to the true potential of the business, he focuses on delivering rapid improvements in productivity, cost quality, EBITDA, and other metrics, as well as helping companies manage performance, build execution capabilities, and sustain improvements long after a project ends.

His recent work includes:

  • Guiding a global mining company as it re-set cost base for its North American operations. In the face of rapidly increasing operating and capital costs and falling commodity prices, the project reduced the cost base by 7 percent in 6 months
  • Helping a diamond mining company reduce external spend by 12 percent, which included resetting the overall cost structure and realigning both company and vendor perceptions of future sources of value
  • Directing an effort focused on the end-to-end commissioning of a new iron ore conveyor system worth more than 1BN USD. While the effort had previously missed its return-on-investment targets, the project eventually increased throughput by 40 percent, resulting in 300M USD per year in incremental margin

Before joining McKinsey, Kevin has held several senior positions in the pulp and paper industry. As director of marketing for multinational tissue company, he led the integration of an aggressive trademark agreement in the Canadian tissue sector, resulting in a 5 percent market share gain over a 2-year period, boosting both growth and profitability. He also drove a manufacturing strategy transformation and guided product and brand repositioning efforts for a UK tissue company, efforts which helped improve EBITDA performance more than 19 percent over 2 years.

Past experience


Perforex Forest Services

Kruger Tissue UK
Managing Director

Scott Paper Limited Canada
Director of Marketing


Queen's University
MBA, finance and marketing

University of Western Ontario
HBA, economics and mathematics