Scott McConnell: Partner, McKinsey & Company

The Old Grad Story: 

Scott led tankers as an Armor Officer for five years, and initially planned to attend law school after fulfilling his service commitment. Facing diminished career prospects in the wake of economic recession, Scott instead pivoted into a consulting role at McKinsey. Nine years later, he is still with McKinsey, and has worked his way to Partner in the Chicago office.

Old Grad Knowledge:

One of the defining parts of working at McKinsey is our long-term view; we push for client success in a larger sense rather than looking at short-term sales metrics. Building these relationships over time has been one of the most rewarding elements of my time with the firm.

McKinsey – “The Firm”

·         McKinsey is known for collegiality of its leadership, which is underscored by its structure as one “global office.”

·         Management incentives are centered on driving collaboration, providing support, and cultivating engagement. Quotas and commissions are omitted entirely, in favor of metrics that focus on creating followership within the firm and delivering long-term value to its clients.

·         For many, the best days as a consultant are those spent working on challenging problem sets with a talented, engaged team. Leveraging insights from across the group, while melding industry experience, case precedent, and situational nuance to craft the best recommendations for the client stands out as a key source of job satisfaction for veteran consultants.

·         Conversely, the most difficult days often result from missed assumptions that create the feeling of “spinning wheels in the mud” as the team works to get back on track. To some degree, “rework days” are unavoidable for consultants, although firms that prioritize mentorship and development can greatly mitigate their frequency.

·         At McKinsey, the typical track runs: Analyst, Associate, Engagement Manager, Associate Partner and then Partner. Experienced, expert, and/or MBA hires often start at a higher level than those fresh out of undergrad.

·         Those starting at McKinsey are well-advised to be deliberate selecting their first project; team composition, the Engagement Manger’s reputation as a coach, and the industry(ies) involved are all important factors for consideration.

o   Regardless of the project, new hires should focus on being receptive, eager, and excited to learn and contribute.

Veterans@McKinsey

·         Veterans@McKinsey is an employee affinity group that provides community and networking opportunities, and is active in recruiting, screening, and helping McKinsey vets work together professionally.

·         Given the strength of the veteran community at McKinsey, most veterans are more than willing to help other vets learn more about the company and set themselves up for a successful transition into the firm.

·         Connect with other vets (via LinkedIn or other platforms) to learn more!

Recruiting Advice

·         Network like crazy! Talk to others to better understand the life of a consultant, the recruiting process, and what firms are looking for in candidates.

·         When preparing for interviews, structure your stories around consistent themes. Military candidates bring many relevant skills and experiences to consulting companies; successful veteran applicants highlight these points through deliberately structured themes.

When preparing for the case interview, it’s critical to get the reps in, with the right people, with the right feedback. Try to practice with individuals (especially veterans) who have successfully navigated the process themselves; they’ll be able to offer the most help!