Andrew Thoma: Associate Partner, McKinsey & Company
The Old Grad Story:
Andrew served as an Engineer for five years after graduation, before leaving the Army to attend MIT’s Leaders for Global Operations (LGO) Fellows program. After completing his MS/MBA, Andrew entered McKinsey as a Management Consultant, and, nearing his five-year anniversary with the firm, holds the position of Associate Partner.
Old Grad Knowledge:
Walking into the client site for the first time was similar to being a 2LT showing up to my unit for the first time; there was a lot of pressure to deliver, and while you have a solid background and education, you’re still unproven. People size you up and are skeptical about what value you may be able to bring. Ultimately, your success will depend on your ability to win over the client team by proving to them you are competent, can deeply understand the problem and the context, and tailor a solution that the organization can deliver.
I’ve found McKinsey to be super entrepreneurial and have had a ton of freedom in my ~5 years at the firm. Once you have a few studies under your belt, you can really hone in on the types of projects that you’re interested in, as well as people that you want to work alongside. If you have a bad experience, you can literally change every dimension of a project from one to the next (the client, the leadership team, the function / type of project you’re doing, the location you’re traveling to, etc.)
When people think of consulting, they often think of building excel models and Power Point decks, but the relationship building aspect is a foundational skill and core element of a veteran’s value prop. Veterans that I’ve work with consistently have spikes in their ability to build trust-based relationships with clients.
For me, it all comes down to solving for people that you can trust and that you get along well with – with the right team you can tackle any problem and have an awesome experience doing it.
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!
