Michael is the global cohead of the firm’s People & Organizational Performance Practice and a leader of its work in advanced industries. He helps leaders prepare their organizations to be fit for the future—faster, leaner, more innovative, and more customer-centric—often in the context of transformation or merger and portfolio change.
Previously, Michael was the global leader of McKinsey Academy, a unit of the firm dedicated to building executive and frontline capabilities for clients at scale. Over the past 15 years, Michael’s work has spanned the range of industrial transformations, including growth- and portfolio-strategy transformation to create value, comprehensive operations programs to deliver improvements in cash conversion and product cost, and programs that sustain change by upskilling and reskilling management teams and the frontline.
Michael serves as the executive sponsor for Asians at McKinsey and is passionate about supporting, convening, and celebrating Asians in the workplace. He also serves as the sponsor for Connected Leaders Academy, a leadership and capability-building program created as part of McKinsey’s commitment to advancing racial equity.
Based in New York City, Michael is active in the community and serves as a board member for the leadership-development organizations Leaders for Educational Equity and CareerVillage.
Published work
“Rethinking inventory management in defense,” McKinsey & Company, May 2021
“Closing the capability gap in the time of COVID-19,” McKinsey Quarterly, November 2020
“COVID-19 and advancing Asian American recovery,” McKinsey & Company, August 2020
“To lead in the postcrisis tomorrow, put leadership and capabilities in place today,” McKinsey & Company, July 2020
“Divestitures: How to invest for success,” McKinsey & Company, August 2015
“Profitably parting ways: Getting more value from divestitures,” McKinsey on Finance, Winter 2013
Education
Harvard University
AB, economics