McKinsey & Company
New York, NY
Engagement Manager
Associate
Serve clients across B2B industries on commercial strategy, growth, and AI enablement
Capability highlights
Developed and progressed $300–500M in enterprise pipeline
Situation
- B2B software company was expanding solutions into new functions with a more verticalized GTM model to sustain 20–30%+ annual top-line growth
- Commercial teams needed support building pipeline and advancing existing opportunities across new sales motions
Approach
- Embedded within account teams to understand each team's priorities and targets
- Convened relevant McKinsey experts to educate account teams on account priorities and sector-specific challenges and opportunities, translating sector insights into opportunity hypotheses
- Shaped potential solutions around the client's software portfolio, defining key requirements and buyer stakeholders while framing potential client value and pricing implications
- Developed pursuit collateral and ran dry-run presentations
Impact
$300–500M
early-stage pipeline generated and advanced (NNACV)1
Taking customer acquisition campaigns from idea to validated impact and handoff
Situation
- Large telco was losing market share amid increasing competitive pressure and sought support with customer acquisition
- Client engaged McKinsey on an at-risk basis, tying fees proportionally to margin outcomes
Approach
- Led five-person team across five workstreams during the final three months of program
- Launched four new customer-acquisition campaigns, each with seven-figure annual-margin potential
- Validated program's cumulative impact over-delivery with business and finance teams, supporting full realization of fees
- Prepared client to continue the work with roadmap of new campaign ideas, process maps, RACI matrices, and role cards
Impact
$115M+
annualized recurring gross-margin impact validated across the broader program
Leading user-centric AI product build from solution design through adoption
Situation
- Law firm sought to embed AI across its operations and adapt its business model before the technology could place significant pressure on hourly billing
- Business-development teams sought to streamline production of >3,000 pitches per year, which required manual retrieval and assembly across disconnected knowledge sources
Approach
- Led four-person technical team from solution design and architecture through build, testing, and adoption
- Built PowerPoint add-in that automated repetitive assembly, accelerated data and content retrieval, and codified standards (e.g., formatting, content)
- Deployed MVP to 25+ champion users before handing solution to client's IT team
Impact
50%+
estimated reduction in proposal-development time
Additional examples
B2B software commercial transformation
Led development and implementation of approximately $150M in annual EBITDA commercial initiatives over ten months at a B2B software company, including quoting process improvements, onboarding a new commercial executive, inflation escalator clause inclusion, customer credit governance, and retention
Specialty chemicals strategic assessment
Led three-person team in three-week outside-in diligence of a specialty chemicals company’s ~$160M probiotics business, helping its president determine whether to sell the business or pursue a turnaround
Agentic AI vendor selection for call-center assisted sales
Oversaw three-person team helping a telco evaluate agentic AI vendors for call-center assisted sales, building weighted selection framework, outside-in benchmarks, and launch roadmap that sized ~$200M annualized margin opportunity
GTM for internal AI tool
Supported first GTM push for McKinsey’s internal RAG-based knowledge tool (Lilli) establishing adoption framework with daily webinars, educational content, and hands-on support. Later teams scaled motions with MAU reaching 70% of Firm (45K FTEs)
IT-services contract negotiations
Supported contract teardowns and negotiation strategy over six weeks. Helped account executives prepare for negotiations and upskilled teams through workshops led by McKinsey experts and senior advisors
GRC market scan
Conducted two-week market scan for private-equity client to size market, identify customer buying factors, and complete company-by-company teardowns
Regulatory risk assessment
Completed two-week teardown for a payments company, assessing the Credit Card Competition Act’s implications for merchant routing options and potential interchange-fee pressure for incumbents
