Mihir is a partner in McKinsey’s Houston office and leads the firm’s operational risk work globally within the Operations Practice. He helps organizations see operational risk earlier, quantify it more precisely, and act on it faster, shifting risk management from periodic, backward-looking assessment to continuous sensing and response.
At the core of his work is McKinsey’s approach to operational resilience, which harnesses machine learning, agentic workflows, internal and external data, and modern compute to monitor n-tier supply networks, detect emerging risks, simulate their impact, and recommend actions before disruption reaches the P&L. The approach builds flexibility into lean operations through three capabilities: an “options factory” that identifies and values strategic choices before they are needed, predictive early-warning signals embedded directly into planning, and control towers where agents surface risks and recommended responses to teams with clear decision rights. The result is an operating model that turns structural volatility from a source of vulnerability into a source of competitive advantage. Mihir works with senior executives across basic materials, industrials, life sciences, and financial services.
Mihir has led operational risk, AI, and data transformations at Fortune 50 companies in automotive, aerospace, and energy. At a leading aerospace OEM, he built a machine learning–based early-warning system to predict and prevent supply shortages across the supply chain. The capability delivered more than $150 million in annual EBIT improvement, and a rigorous A/B test showed that teams using the system performed nearly twice as well as those that did not. At a leading automotive OEM, he developed an n-tier supply chain risk map that fuses external and internal signals to reduce expedited freight, mitigate supplier risk events, and optimize tariff exposure, paired with a real-options framework to quantify and capture strategic flexibility across the enterprise.
Mihir’s work is grounded in extensive hands-on crisis experience. He led crisis response for a global basic materials company recovering from a major operational incident, running a war room to coordinate the response, manage external stakeholders, and counter adverse competitive actions. He has also helped a large transportation company take control of a serious operational incident, supported an independent oil and gas company through the sudden loss of a marquee project in an emerging market, and advised major banks facing shareholder action after a trading incident and government action following organizational upheaval. Lessons from these disruptions shape how he designs early-warning and response capabilities. He has led multiple firmwide knowledge efforts on operational risk, including McKinsey’s proprietary 25-point crisis framework, which sets out priority actions for the first 72 hours of a crisis based on a detailed review of incidents across industries.