Nehal is a partner in McKinsey’s London office and a leader in the firm’s Life Sciences Practice. He serves pharmaceutical, medtech, and animal health companies, as well as private capital investors and their portfolio companies, on large-scale operations transformations and value creation.
His work spans the broader operations agenda, including manufacturing and supply-network strategy, end-to-end supply chain, direct and indirect sourcing, external supply, and operating-model transformations. He has particular expertise in translating operational improvements into measurable financial and performance impact, including EBITDA improvement, cost of goods sold (COGS) reduction, working-capital reduction, and improved product availability.
Nehal also advises life sciences companies on AI-enabled transformations, helping leadership teams identify high-value opportunities, define enterprise AI strategies, and translate them into pragmatic implementation road maps.
Examples of Nehal’s recent client work include:
- leading enterprise-wide operations transformations across manufacturing, supply chain, procurement, and operating model
- leading operations diagnostics, due diligence, and value-creation programs for private capital investors and portfolio companies across manufacturing, supply chain, procurement, and broader operations
- leading direct and indirect sourcing transformations spanning category strategy, strategic sourcing, supplier negotiations, supplier collaboration, and procurement operating-model redesign, delivering more than $2 billion in cumulative value creation
- leading procurement, productivity, and supplier-collaboration transformations for leading life sciences companies, including across contract manufacturing organization (CMO) and contract development and manufacturing organization (CDMO) networks, delivering more than $100 million in value creation
- leading end-to-end supply-chain transformations spanning demand and supply planning, sales and operations planning (S&OP), inventory, supplier collaboration, and operating-model redesign, delivering more than $2 billion in cumulative inventory reduction; in two cases, implementing a control tower that improved product availability by double digits while reducing inventory by more than 10 percent
- leading integrations across pharmaceutical and medtech companies, spanning synergy assessment, value-capture delivery, and target operating-model design
- advising life sciences companies on manufacturing and supply-network strategy, including capacity, network footprint, make-versus-buy decisions, external supply, resilience, and COGS improvement
- leading AI strategy and AI-enabled operations transformations for life sciences companies, identifying high-value use cases and defining implementation road maps and governance across manufacturing, supply chain, procurement, and corporate functions
- leading operations transformations for animal health companies, redesigning supply chain, procurement, and operating models to improve performance, resilience, and scalability.
Before joining McKinsey, Nehal held several operational roles at Caterpillar. He holds an MBA from Duke University’s Fuqua School of Business and a degree in mechanical engineering from the Indian Institute of Technology.