“I found my mentoring session with André very helpful, particularly because I came into it with very little understanding of commercial banking. My background is in life sciences and healthcare, and most of my career exploration so far has focused on consulting. Although I had become interested in commercial banking, I had not previously explored the area in any depth. I therefore needed a clear starting point and an honest conversation about what I should understand before deciding whether to pursue it.
André helped me establish that starting point. The session gave me a clearer way to think about commercial banking, how it differs from consulting, and what I still need to learn. Before the conversation, I was looking at opportunities and wondering whether I should begin applying alongside consulting applications. Afterwards, I understood that I needed to take a step back and make a more informed decision about whether the work genuinely interests me.
One of the most valuable aspects of the session was how it helped me recognise the gaps in my current understanding. I knew that I was new to banking, but I did not necessarily know which questions I needed to answer for myself. André’s guidance helped me think more clearly about where I am now, what I am missing, and what I should begin doing next. Having that direction was useful because it made the process feel more manageable. Rather than treating banking as a broad and unfamiliar industry, I now have a clearer starting point for learning about it.
A particularly helpful message was that I should first develop a better understanding of commercial banking and assess whether I actually like the work. I took away a sensible sequence: understand the area, decide whether it appeals to me, and then, if it does, commit to learning and preparing for applications. If I discover that the work does not suit my interests, I should be willing to recognise that and focus my efforts elsewhere. That advice sounds straightforward, but it was an important perspective for me at this stage.
The conversation made me realise that I should not rush into applying for commercial banking roles simply because I have found programmes that look interesting. Before the session, I was at risk of moving too quickly from curiosity to applications without having a strong enough understanding of the career itself. André helped me see the value of being more deliberate. I would rather make a considered application based on a genuine interest in the work than spend time applying to positions I cannot yet explain my motivation for pursuing.
Another important takeaway was recognising how substantial the differences between banking and consulting can be. Because consulting has been my main focus, it had become my reference point when thinking about other careers. The session helped me realise that I cannot assume banking will involve similar work, suit the same preferences, or require exactly the same preparation. I need to understand banking on its own terms rather than view it mainly as another option alongside consulting.
I also appreciated that the session was useful even though I did not finish it with a final career decision. At this exploratory stage, greater clarity about what I do not yet know is meaningful progress. I now feel better equipped to evaluate my interest, identify what I need to learn, and decide whether commercial banking deserves a more focused place in my career plans.
Overall, André was very helpful, and the session met an important need for me as someone starting with limited knowledge of the field. Its greatest value was giving me direction and encouraging a more thoughtful approach to my next steps. I left with a clearer understanding of my knowledge gaps, a more realistic perspective on the difference between banking and consulting, and a better sense of how to move forward before committing to applications.”
You can pick your practice group for those now? Is this for undergrad? I thought choosing for new hires was limited currently to Digital/BTO, Ops, Implementation and Solutions/New Ventures
i could be wrong but pretty sure you come in as a generalist and network around for roles in various groups/service lines
you'll be fine recruiting for PE, just try to get on a due diligence project sometime in your first couple years
Assuming you are coming out of MBA or Undergrad, you come in as a Generalist unless you are in Digital or Marketing & Sales. At McKinsey, you can optimize on 4 things for each study and will generally get your pick: industry, location, people, or function. Especially after your first year and assuming you are high-performing, you are basically guaranteed whichever study you are interested in. For PE recruiting, I would recommend working a lot of due dilligence studies when you can.
Source: I work at the firm
I worked as a summer BA and now have my pick for the group to join as a full time. I understand that this is extremely flexible given that you typically do 50% of your work in your practice and that number can range from 0 to 100 per your preference.
Since most of you mentioned that DD projects are important for PE recruiting - is it safe to assume PE practice will be more suitable given that almost all of their projects are on commercial DD?
Thanks again
I didn't work at McKinsey, so I can't necessarily speak for the firm in what would be best for your career. I would say that my overall philosophy is that you should get as broad of a consulting experience as possible, and from my understanding of the Strategy & Corporate Finance practice, that might be a better place to get that type of learning.
My view is that you can learn the necessities of due diligence in 2-3 DD's, but the art of strategy - and applying corporate finance rigorously to that art - is far more difficult yet far more valuable in the long run.
bump
No meaningful difference, but if you go S&CF do a couple DDs and you will be fine.
Source: have worked in both groups
Thanks AriZGold , Reputation wise - how do the two groups differ internally within the firm? (people they attract (both junior&senior), culture, etc)?
Thanks again
Overlap across the two groups. There isn't really a strong sense of internal reputations in terms of prestige / talent, other than both groups are more comfortable with longer hours than say org or marketing & sales.
Its not a cutthroat whose group is best kind of firm - more like oh cool here is somebody who enjoys / does something well that is different from me and let me work with / learn from them.
I would suggest trying to get into the PE practice. When PE firms are looking to recruit consultants I would think they would want people who understand how businesses operate. Hence DD's are the way to go.
For the more higher level/commercial I would assume they would go with Investment Banks instead? I could be wrong here.
You learn the higher level commercial stuff through DDs, not how the business operates. DDs will answer questions like - how do the target’s customers view the company? - how does the target differentiate from its competitors? Are the customers rewarding that differentiation? - what does the M&A landscape look like in this industry? Is M&A a viable path for growth? -what other growth opportunities exist for this company? - is the industry the target is in growing or shrinking? - how cyclical is the industry? - etc.
These are all high level questions that are critical to an investment thesis. That’s why the consultants who jump ship to PE are well versed in DDs.... that said, IB > all for PE exits.
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