This is a profile image of Matthew Maloney

Matthew Maloney

PartnerNew York

Works with investors and corporate clients to identify and assess investment and growth opportunities and improve company performance

Matthew is a leader in McKinsey’s Private Equity & Principal Investors Practice, working closely with private equity firms and their operating partners to identify and assess investment and growth opportunities and improve portfolio company performance through end-to-end transformations. He focuses primarily in consumer goods and retail sectors, but also has experience across a wide range of industries. In addition, he is a leader in the Strategy & Corporate Finance Practice, helping executive teams build long term strategic plans, drive continuous improvement, and create value.

Matthew has more than 15 years’ experience driving successful business-performance improvements and strategic transformations. Before joining McKinsey, he held senior finance roles at a consumer goods company.

Examples of Matthew’s recent work include the following:

  • helping a PE-owned e-commerce company improve their EBITDA by 75 percent in the first six months after close—including agile marketing war room, optimizing product portfolio and pricing, and redesigning supply chain to improve efficiency and customer satisfaction
  • working with a PE-owned retail healthcare provider to improve the customer experience —including a new scheduling tool, faster and better website—and building an agile marketing approach to drive customer retention and new patient acquisition delivering organic revenue growth of over 10–15 percent over the next three years
  • helping a PE-owned consumer goods company reallocate 25 percent of their resources to double revenue growth—including marketing spend, R&D investments, and sales coverage model


Six ways CFOs find the time to unlock their full potential,” McKinsey & Company, April 2024

Bridging private equity’s value creation gap,” McKinsey & Company, April 2024

Memo to public company CFOs: Private equity can show you how it’s done,” McKinsey & Company, November 2022

Memo to the CFO: A new approach to 2021 budgeting starts now,” McKinsey & Company, September 2020

Seeing the savings: Toward transparent management of portfolio companies,” McKinsey & Company, August 2020

The next normal in retail: Charting a path forward, ” McKinsey & Company, July 2020

Planning for uncertainty: Performance management under COVID-19,” McKinsey & Company, May 2020

The PE company CFO: Essentials for success,” McKinsey & Company, May 2020

Do you know where your budget is?” McKinsey & Company, June 2019

The new CFO mandate: Prioritize, transform, repeat,” McKinsey & Company, December 2018

Building the zero-based culture,” McKinsey & Company, November 2018

Build a reinvestment machine with zero-based budgeting,” McKinsey & Company, April 2018

How absolute zero (-based budgeting) can heat up growth,” McKinsey & Company, January 2018


Anheuser-Busch InBev
Global Finance Director


University of Illinois Urbana-Champaign
MSc, engineering
BSc, engineering