Peter is the leader of McKinsey's Asia-Pacific (APAC) Corporate Finance and Semiconductor Practices, where he serves Japanese, Chinese, and Western industrial and technology companies. In addition to working on transactions and strategy, he has supported a number of large-scale programs focusing on operational transformation.
His recent examples of Peter’s work include:
- helping a leading Chinese technology player to acquire, integrate, and transform a carve-out from a major Japanese conglomerate
- working with a leading Japanese industrial player to optimize its cost-structure across multiple divisions, while simultaneously launching a series of new Internet of Things (IoT)-related products and services
- helping a leading global semiconductor client drive a step change in the performance of its manufacturing facilities in Japan as part of a larger global transformation program
Peter's work extends to companies outside the industrial and high-tech sectors, including transaction support, merger management, growth strategy, and operational-improvement initiatives at logistics, consumer, and pharmaceutical firms.
Peter has immersed himself in Asian culture, working from several of McKinsey's offices in Asia. He speaks fluent Japanese, Mandarin, and Thai.
Published work
“Semiconductor design and manufacturing: Achieving leading-edge capabilities,” McKinsey & Company, August 2020
“How the semiconductor industry can emerge stronger after the COVID-19 crisis,” McKinsey & Company, June 2020
“Coronavirus: Implications for the semiconductor industry,” McKinsey & Company, April 2020
“Japan: From Bubble to Bust and Back Again,” in The Granularity of Growth – How to Drive Growth in the World‘s Most Dynamic Economies, Marshall Cavendish, November 2007
“Rebooting Japan's high-tech sector,” McKinsey Quarterly, June 2011
Education
Harvard University
JD
University of California, Berkeley
MA in Asian studies and political science
Stanford University
BA in Economics and Japanese