That is very interesting! How'd you manage to come to the conclusion to go somewhere like McKinsey? How'd you get in? How long were you there and what sort of stuff were you learning?

I knew that the only way I'd learn is by doing it a lot in different contexts. Which led me to strategy consulting. Which led me to McKinsey, due to it being the preeminent player in that space.

I applied to a then nascent part of McKinsey (that is now very mature) called Digital McKinsey, as someone who could help clients build and transform engineering and product organisations. To be a CTO/VP Eng for hire, almost. Then I slowly moved more and more into the non-tech topics.

I was there for almost exactly four years. Learned all kinds of things, but most importantly how to communicate and structure my thinking in a way that works with people senior people from non-tech backgrounds.

Can you give some recommendations or some readings on how to communicate and structure your thinking that you found useful? Even a couple blog posts.

The pyramid principle is probably the book you want to read on this.

Great job! You mention you left McKinsey, but Quantum Black seems to be a McKinsey company. Do you mean you left consulting and moved into an operations role?

Good catch! QB is a wholly owned subsidiary (and it feels like a VERY different company) so I tend to think of them as separate entities. And yes consulting into operational role.

Ha, you worked for one of my work's competitors in the consulting space and now for one of their digital/analytics competitors. Small world.

Can you explain a little about how your experience at McKinsey has allowed you to have a greater impact? Why did you go back to VP Engineering after having consulting experience? At first though, I would think your technology experience would give you leverage on the business side rather than the other way around.

Among many other things the experience gave me:

* Empathy with the folks who's thinking was alien to me previously. I learned through doing their job. I could communicate with them and work in their context in a way that allows me much more leverage and ability to have impact with engineering.

* I learned the semantics and pragmatics of running a large organisation which gave me the lexicon and confidence to be taken seriously doing it (therefore more leverage) and taught me lots of small but important tactical lessons (e.g. how to manage difficult shareholders)

* How to communicate complex technical subjects to people who either don't/can't/won't understand them.

* A HUGE network

I went back because I missed it. I wanted to do consulting as a way of getting better at being an engineering leader, not leaving it forever. I was offered a few things at VC/PE firms, or in typical 'business' roles, but none of them really appealed. Not my passion.

Thanks for your insights.

I had never thought of the big 3 as possible route post-sale. Sale is not on the radar atm so back to my daily operational duties in my small yet thriving company :-)

I'd be very interested in this too, also at what age you did this.

Joined age 30/31