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Generative AI: A leader’s guide to capturing value fast
by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 04:09 - 25 Mar 2024 -
How are manufacturing leaders using digital twins?
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
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Factory of the future. Global manufacturers face intense pressure. Amid challenges such as constraints on material and labor, more industry leaders are turning to factory digital twins—real-time virtual representations of the factory. Their use supports faster, smarter, and more cost-effective decision making. In a McKinsey survey of 75 senior leaders in industrials, 86% say that a digital twin is applicable to their organization, McKinsey partner Kevin Goering and colleagues share.
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Real-time decisions. Factory digital twins simulate outcomes from real-time factory conditions, enabling what-if analyses across production scenarios. Manufacturing leaders already use digital twins to increase efficiency and reduce costs. One industrial company recently employed a factory digital twin to redesign its production schedule. By reducing an assembly plant’s overtime requirements, the company saved 5 to 7% in costs each month. Consider how to get started with digital twins, and visit McKinsey Digital to learn more about AI and tech in business.
—Edited by Belinda Yu, editor, Atlanta
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by "Only McKinsey" <publishing@email.mckinsey.com> - 01:48 - 25 Mar 2024 -
Top 10 reports this quarter
McKinsey&Company
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Our top ten reports this quarter look at the geometry of global trade, generative AI in the pharmaceutical industry, and more. At No. 1, McKinsey’s Kweilin Ellingrud, Lucy Pérez, and Valentina Sartori, in collaboration with the World Economic Forum, explore how closing the women’s health gap could provide a $1 trillion boost to the global economy.
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by "McKinsey Top Ten" <publishing@email.mckinsey.com> - 03:09 - 24 Mar 2024 -
The week in charts
The Week in Charts
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Our McKinsey Chart of the Day series offers a daily chart that helps explain a changing world—as we strive toward sustainable and inclusive growth. In case you missed them, this week’s graphics explored AI in manufacturing, global M&A activity, shoppers’ shift to online channels, corporate deposits in transaction banking, and mobility’s tech trends.
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by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:50 - 23 Mar 2024 -
EP104: How do Search Engines Work?
EP104: How do Search Engines Work?
Forwarded this email? Subscribe here for moreThis week’s system design refresher:
System Design: Why is Kafka so Popular? (Youtube video)
How do Search Engines Work?
Top 9 Website Performance Metrics You Cannot Ignore
Top 6 Data Management Patterns
Comparing Different API Clients
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System Design: Why is Kafka so Popular?
How do Search Engines Work?
The diagram below shows a high-level walk-through of a search engine.
▶️ Step 1 - Crawling
Web Crawlers scan the internet for web pages. They follow the URL links from one page to another and store URLs in the URL store. The crawlers discover new content, including web pages, images, videos, and files.
▶️ Step 2 - Indexing
Once a web page is crawled, the search engine parses the page and indexes the content found on the page in a database. The content is analyzed and categorized. For example, keywords, site quality, content freshness, and many other factors are assessed to understand what the page is about.
▶️ Step 3 - Ranking
Search engines use complex algorithms to determine the order of search results. These algorithms consider various factors, including keywords, pages' relevance, content quality, user engagement, page load speed, and many others. Some search engines also personalize results based on the user's past search history, location, device, and other personal factors.
▶️ Step 4 - Querying
When a user performs a search, the search engine sifts through its index to provide the most relevant results.Latest articles
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Top 9 Website Performance Metrics You Cannot Ignore
Load Time: This is the time taken by the web browser to download and display the webpage. It’s measured in milliseconds.
Time to First Byte (TTFB): It’s the time taken by the browser to receive the first byte of data from the web server. TTFB is crucial because it indicates the general ability of the server to handle traffic.
Request Count: The number of HTTP requests a browser has to make to fully load the page. The lower this count, the faster a website will feel to the user.
DOMContentLoaded (DCL): This is the time it takes for the full HTML code of a webpage to be loaded. The faster this happens, the faster users can see useful functionality. This time doesn’t include loading CSS and other assets
Time to above-the-fold load: “Above the fold” is the area of a webpage that fits in a browser window without a user having to scroll down. This is the content that is first seen by the user and often dictates whether they’ll continue reading the webpage.
First Contentful Paint (FCP): This is the time at which content first begins to be “painted” by the browser. It can be a text, image, or even background color.
Page Size: This is the total file size of all content and assets that appear on the page. Over the last several years, the page size of websites has been growing constantly. The bigger the size of a webpage, the longer it will take to load
Round Trip Time (RTT): This is the amount of time a round trip takes. A round trip constitutes a request traveling from the browser to the origin server and the response from the server going to the browser. Reducing RTT is one of the key approaches to improving a website’s performance.
Render Blocking Resources: Some resources block other parts of the page from being loaded. It’s important to track the number of such resources. The more render-blocking resources a webpage has, the greater the delay for the browser to load the page.
Over to you - What other website performance metrics do you track?
Reference: Cloudflare DocsHow do we manage data? Here are top 6 data management patterns
Cache Aside
When an application needs to access data, it first checks the cache. If the data is not present (a cache miss), it fetches the data from the data store, stores it in the cache, and then returns the data to the user. This pattern is particularly useful for scenarios where data is read frequently but updated less often.Materialized View
A Materialized View is a database object that contains the results of a query. It is physically stored, meaning the data is actually computed and stored on disk, as opposed to being dynamically generated upon each request. This can significantly speed up query times for complex calculations or aggregations that would otherwise need to be computed on the fly. Materialized views are especially beneficial in data warehousing and business intelligence scenarios where query performance is critical.CQRS
CQRS is an architectural pattern that separates the models for reading and writing data. This means that the data structures used for querying data (reads) are separated from the structures used for updating data (writes). This separation allows for optimization of each operation independently, improving performance, scalability, and security. CQRS can be particularly useful in complex systems where the read and write operations have very different requirements.Event Sourcing
Event Sourcing is a pattern where changes to the application state are stored as a sequence of events. Instead of storing just the current state of data in a domain, Event Sourcing stores a log of all the changes (events) that have occurred over time. This allows the application to reconstruct past states and provides an audit trail of changes. Event Sourcing is beneficial in scenarios requiring complex business transactions, auditability, and the ability to rollback or replay events.Index Table
The Index Table pattern involves creating additional tables in a database that are optimized for specific query operations. These tables act as secondary indexes and are designed to speed up the retrieval of data without requiring a full scan of the primary data store. Index tables are particularly useful in scenarios with large datasets and where certain queries are performed frequently.Sharding
Sharding is a data partitioning pattern where data is divided into smaller, more manageable pieces, or "shards", each of which can be stored on different database servers. This pattern is used to distribute the data across multiple machines to improve scalability and performance. Sharding is particularly effective in high-volume applications, as it allows for horizontal scaling, spreading the load across multiple servers to handle more users and transactions.
Reference: Data Management Patterns by Microsoft
Comparing Different API Clients
Postman is a widely used API lifecycle platform. It emerges as a comprehensive and versatile API client suitable for enterprise-level development. Its support for a wide range of protocols, robust feature set, and strong performance make it a top choice for complex projects. With an intuitive design, collaboration features, and a large community, Postman excels in scenarios requiring extensive functionality and community support.
Insomnia is a powerful API client with extensive features and being completely open-source makes it a good choice for developers seeking flexibility and continuous growth. Insomnia is suited for those who value an open-source environment and an active community.
ReadyAPI, with its simplicity and focus on smaller projects, is an ideal choice for scenarios where a lightweight and responsive tool is preferred. It provides essential features, making it suitable for projects with less complexity. However, it may not be the best fit for larger, more intricate endeavors that require extensive functionality.
ThunderClient, a VS Code plugin, is free and user-friendly, catering to developers who prefer an integrated testing environment. However, it lacks extensive features and community support, crucial for larger or complex projects, rendering it more appropriate for smaller teams with simpler requirements. Additionally, its reliance on Visual Studio Code may restrict its appeal to users who prefer alternative development environments. Experienced users accustomed to feature-rich tools may encounter a learning curve and might find ThunderClient lacking in certain functionalities.
Hoppscotch, a free and open-source tool, focuses on functionality over design, offering a lightweight web version with support for various protocols. While it lacks extensive documentation and community support, it provides a cost-effective solution for developers seeking simplicity.
Over to you: Which API client do you prefer?SPONSOR US
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by "ByteByteGo" <bytebytego@substack.com> - 11:35 - 23 Mar 2024 -
Gen AI: Slow your roll
The Shortlist
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Curated by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
New and powerful technologies like generative AI are always a thrill. But what comes next? It’s never just about the tech: companies need much more—like strategy, talent, risk management—to get real value out of their shiny new objects. That’s especially true when building a new tech-based business. In this edition of the CEO Shortlist, we highlight four articles that preach the gospel of caution. We hope you enjoy the read.
—Liz and Homayoun
Trend with caution. Lots of IT executives have likely fielded excited calls in recent months from their C-suite colleagues, who’ve read somewhere (maybe here!) that gen AI is the next big thing and want to implement it right away. But chasing trends can be a fool’s errand. The smart tech exec relies on a clear set of parameters for evaluating new trends—and responding appropriately.
Walk before you run. Learn how with “False friends or good ends? The CIO’s four-point guide to navigating technology trends,” a new article by Oliver Bossert, Klaas Ole Kürtz, and Gérard Richter.It’s not all sunshine and lollipops. Gen AI can be fun. But new risks are cropping up every day, with more on the way. Hallucinations are one thing. Deepfakes, intellectual property theft, and gen-AI-powered malware are another. Are you ready for the dark side of gen AI?
Go on defense with “Implementing generative AI with speed and safety,” by Oliver Bevan, Michael Chui, Ida Kristensen, Brittany Presten, and Lareina Yee.Nobody ever created a unicorn by having another meeting. But as companies rush to take new businesses to market, risk management and cybersecurity tend to be afterthoughts. That plays right into the hands of hackers and bad actors.
It can happen to you. Build your defenses early with “New business building: Six cybersecurity and digital beliefs that can create risk,” by Justin Greis, Ari Libarikian, Patrick Rinski, Joy Smith, and Marc Sorel.Gen AI isn’t a gold rush. After a flurry of initial excitement, executives are starting to realize that capturing value through gen AI is going to be a long game. Employing gen AI effectively in the long term requires what we call organizational surgery: a broad set of changes to the way work actually gets done.
Scrub in with “A generative AI reset: Rewiring to turn potential into value in 2024,” by Eric Lamarre, Alex Singla, Alexander Sukharevsky, and Rodney Zemmel.We hope you find these ideas inspiring and helpful. See you next time with four more McKinsey ideas for the CEO and others in the C-suite.
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by "McKinsey CEO Shortlist" <publishing@email.mckinsey.com> - 04:23 - 22 Mar 2024 -
Why does empathy matter at work?
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
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The power of empathy. Decades of evidence show that empathy is a superpower in the workplace, Stanford University research psychologist Jamil Zaki shares on an episode of the McKinsey Talks Talent podcast. Workers who think that their organizations and managers care about them report less burnout, better mental health and morale, and a greater intent to stay at their companies, says Zaki, who joined McKinsey talent leaders Bryan Hancock and Brooke Weddle on the podcast. They also tend to be more innovative and take more creative risks.
•
Strengthening empathy. Empathy isn’t a fixed trait: rather, it’s a skill that can be learned and improved upon with practice, says Zaki, author of The War for Kindness: Building Empathy in a Fractured World. One large tech company, for instance, designed a curriculum for a management academy that focused on building trust and empathy. The managers’ customer satisfaction scores improved twice as fast as those of a placebo group. Learn how leaders can create a more empathic, connected work culture.
—Edited by Belinda Yu, editor, Atlanta
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by "Only McKinsey" <publishing@email.mckinsey.com> - 01:48 - 22 Mar 2024 -
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by "Sunny Thakur" <sunny.thakur@uffizio.com> - 08:00 - 21 Mar 2024 -
A Brief History of Scaling Netflix
A Brief History of Scaling Netflix
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Netflix began its life in 1997 as a mail-based DVD rental business.
Marc Randolph and Reed Hastings got the idea of Netflix while carpooling between their office and home in California.
Hastings admired Amazon and wanted to emulate their success by finding a large category of portable items to sell over the Internet. It was around the same time that DVDs were introduced in the United States and they tested the concept of selling or renting DVDs by mail.
Fast forward to 2024, Netflix has evolved into a video-streaming service with over 260 million users from all over the world. Its impact has been so humongous that “Netflix being down” is often considered an emergency.
To support this amazing growth story, Netflix had to scale its architecture on multiple dimensions.
In this article, we attempt to pull back the curtains on some of the most significant scaling challenges they faced and how those challenges were overcome.
The Architectural Origins of Netflix
Like any startup looking to launch quickly in a competitive market, Netflix started as a monolithic application.
The below diagram shows what their architecture looked like a long time ago.
The application consisted of a single deployable unit with a monolithic database (Oracle). As you can notice, the database was a possible single point of failure.
This possibility turned into reality in August 2008.
There was a major database corruption issue due to which Netflix couldn’t ship any DVDs to the customers for 3 days. It suddenly became clear that they had to move away from a vertically scaled architecture prone to single points of failure.
As a response, they made two important decisions:
Move all the data to the AWS cloud platform
Evolve the systems into a microservices-based architecture
The move to AWS was a crucial decision.
When Netflix launched in 2007, EC2 was just getting started and they couldn’t leverage it at the time. Therefore, they built two data centers located right next to each other.
However, building a data center is a lot of work. You’ve to order equipment, wait for the equipment to arrive and install it. Before you finish, you’ve once again run out of capacity and need to go through the whole cycle again.
To cut through this cycle, Netflix went for a vertical scaling strategy that led to their early system architecture being modeled as a monolithic application.
However, the outage we talked about earlier taught Netflix one critical lesson - building data centers wasn’t their core capability.
Their core capability was delivering video to the subscribers and it would be far better for them to get better at delivering video. This prompted the move to AWS with a design approach that can eliminate single points of failure.
It was a mammoth decision for the time and Netflix adopted some basic principles to guide them through this change:
Buy vs Build
First, try to use or contribute to open-source technology wherever possible.
Only build from scratch what you absolutely must.
Stateless Services
Services should be built in a stateless manner except for the persistence or caching layers.
No sticky sessions.
Employ chaos testing to prove that an instance going down doesn’t impact the wider system.
Scale-out vs scale up
Horizontal scaling gives you a longer runway in terms of scalability.
Prefer to go for horizontal scaling instead of vertical scaling.
Redundancy and Isolation
Make more than one copy of anything. For example, replica databases and multiple service instances.
Reduce the blast radius of any issue by isolating workloads.
Automate Destructive Testing
Destructive testing of the systems should be an ongoing activity.
Adoption of tools like Chaos Monkey to carry out such tests at scale.
These guiding principles acted as the North Star for every transformational project Netflix took up to build an architecture that could scale according to the demands.
The Three Main Parts of Netflix Architecture
The overall Netflix architecture is divided into three parts:
The Client
The Backend
The Content Delivery Network
The client is the Netflix app on your mobile, a website on your computer or even the app on your Smart TV. It includes any device where the users can browse and stream Netflix videos. Netflix controls each client for every device.
The backend is the part of the application that controls everything that happens before a user hits play. It consists of multiple services running on AWS and takes care of various functionalities such as user registration, preparing incoming videos, billing, and so on. The backend exposes multiple APIs that are utilized by the client to provide a seamless user experience.
The third part is the Content Delivery Network also known as Open Connect. It stores Netflix videos in different locations throughout the world. When a user plays a video, it streams from Open Connect and is displayed on the client.
The important point to note is that Netflix controls all three areas, thereby achieving complete vertical integration over their stack.
Some of the key areas that Netflix had to scale if they wanted to succeed were as follows:
The Content Delivery Network
The Netflix Edge
APIs
Backend Services with Caching
Authorization
Memberships
Let’s look at each of these areas in more detail.
Scaling the Netflix CDN
Imagine you’re watching a video in Singapore and the video is being streamed from Portland. It’s a huge geographic distance broken up into many network hops. There are bound to be latency issues in this setup resulting in a poorer user experience.
If the video content is moved closer to the people watching it, the viewing experience will be a lot better.
This is the basic idea behind the use of CDN at Netflix.
Put the video as close as possible to the users by storing copies throughout the world. When a user wants to watch a video, stream it from the nearest node.
Each location that stores video content is called a PoP or point of presence. It’s a physical location that provides access to the internet and consists of servers, routers and other networking equipment.
However, it took multiple iterations for Netflix to scale their CDN to the right level.
Iteration 1 - Small CDN
Netflix debuted its streaming service in 2007.
At the time, it had over 35 million members across 50 countries, streaming more than a billion hours of video each month
To support this usage, Netflix built its own CDN in five different locations within the United States. Each location contained all of the content.
Iteration 2 - 3rd Party CDN
In 2009, Netflix started to use 3rd party CDNs.
The reason was that 3rd-party CDN costs were coming down and it didn’t make sense for Netflix to invest a lot of time and effort in building their own CDN. As we saw, they struggled a lot with running their own data centers.
Moving to a 3rd-party solution also gave them time to work on other higher-priority projects. However, Netflix did spend a lot of time and effort in developing smarter client applications to adapt to changing network conditions.
For example, they developed techniques to switch the streaming to a different CDN to get a better result. Such innovations allowed them to provide their users with the highest quality experience even in the face of errors and overloaded networks.
Iteration 3 - Open Connect
Sometime around 2011, Netflix realized that they were operating at a scale where a dedicated CDN was important to maximize network efficiency and viewing experience.
The streaming business was now the dominant source of revenue and video distribution was a core competency for Netflix. If they could do it with extremely high quality, it could turn into a huge competitive advantage.
Therefore, in 2012, Netflix launched its own CDN known as Open Connect.
To get the best performance, they developed their own computer system for video storage called Open Connect Appliances or OCAs.
The below picture shows an OCA installation:
Source: Netflix OpenConnect Website An OCA installation was a cluster of multiple OCA servers. Each OCA is a fast server that is highly optimized for delivering large files. They were packed with lots of hard disks or flash drives for storing videos.
Check the below picture of a single OCA server:
Source: Open Connect Presentation The launch of Open Connect CDN had a lot of advantages for Netflix:
It was more scalable when it came to providing service everywhere in the world.
It had better quality because they could now control the entire video path from transcoding, CDN, and clients on the devices.
It was also less expensive as compared to 3rd-party CDNs.
Scaling the Netflix Edge
The next critical piece in the scaling puzzle of Netflix was the edge.
The edge is the part of a system that’s close to the client. For example, out of DNS and database, DNS is closer to the client and can be thought of as edgier. Think of it as a degree rather than a fixed value.
Edge is the place where data from various requests enters into the service domain. Since this is the place where the volume of requests is highest, it is critical to scale the edge.
The Netflix Edge went through multiple stages in terms of scaling.
Early Architecture
The below diagram shows how the Netflix architecture looked in the initial days.
As you can see, it was a typical three-tier architecture.
There is a client, an API, and a database that the API talks to. The API application was named NCCP (Netflix Content Control Protocol) and it was the only application that was exposed to the client. All the concerns were put into this application.
The load balancer terminated the TLS and sent plain traffic to the application. Also, the DNS configuration was quite simple. The idea was that clients should be able to find and reach the Netflix servers.
Such a design was dictated by the business needs of the time. They had money but not a lot. It was important to not overcomplicate things and optimize for time to market.
The Growth Phase
As the customer base grew, more features were added. With more features, the company started to earn more money.
At this point, it was important for them to maintain the engineering velocity. This meant breaking apart the monolithic application into microservices. Features were taken out of the NCCP application and developed as separate apps with separate data.
However, the logic to orchestrate between the services was still within the API. An incoming request from a client hits the API and the API calls the underlying microservices in the right order.
The below diagram shows this arrangement:
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by "ByteByteGo" <bytebytego@substack.com> - 11:39 - 21 Mar 2024 -
What does it take to succeed with digital and AI?
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
•
‘Rewiring’ companies. As gen AI sweeps through the business world, new developments regularly appear in the news. The technology’s potential to change how people live and work is profound. Yet the buzz surrounding gen AI may distract business leaders from other vital goals. After all, long-term success with digital transformation comes when leaders “rewire” their companies—changing their talent, operating model, and technical capabilities to support continuous innovation, McKinsey senior partner Kate Smaje and McKinsey Digital leader Rodney Zemmel explain.
—Edited by Belinda Yu, editor, Atlanta
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by "Only McKinsey" <publishing@email.mckinsey.com> - 01:47 - 21 Mar 2024 -
‘Unbundling’ and expanding banks could boost their value
Re:think
FRESH TAKES ON BIG IDEAS
ON THE FUTURE OF BANKING
How banks can take control of their futureMiklós Dietz
The banking system, supported by higher profit margins, has a historic opportunity in the next few years to reinvent its business model—something it needs to do. Despite margins strengthened by elevated interest rates, banking is the lowest-valued sector in the world, trading at a 0.8 price-to-book ratio, while the rest of the global economy trades at 2.7. Price to book reflects the theoretical amount that shareholders would get if all assets were liquidated and all debts repaid. Trading below 1.0 means the markets see the banking system in a negative light.
Clearly, the banking model needs future-proofing. Banks are losing share in the global intermediary landscape to nonbanks, which are cherry-picking high-profitability businesses. One reason banks are trading so low is that they are very complex. Banking is a mix of three things: distribution (branches and sales staff), transactions, and balance sheet management, which measures how banks are transforming deposits into loans and managing credit risk. Distribution and transactions are profitable and require little capital, so they create value. Keeping things on the balance sheet does not create value, so the banking system needs to consider a new approach to balance sheet management.
Banks could consider separating the core balance sheet from distribution and transaction, following a path taken by utilities and telcos. You don’t necessarily have to break up the bank, but by unbundling, you could create more transparency for investors into what the bank is doing. Banks could speed up the metabolism of balance sheet management through faster securitization. Technology, especially AI, can reinvent every layer of banking, making it more cost-efficient. One more thing we can’t forget: risk. Ultimately, the best-performing banks are the ones that get risk right. It’s not just traditional credit risk but also new types, including cyber and geopolitical risks.
Banks today have it tough. They are expected to operate with incredible cost efficiency and robustness; to run the general ledger and balance sheet; to do asset liability management, matching everything; and to never make a mistake. That alone is a huge task. But banks are also expected to focus on innovation and growth and produce personalized services for every single customer. These two sets of expectations create tension.“The best US banks operate at a cost-to-asset ratio of 200 basis points, while the best European banks can do 70 basis points or even less.”
In the next few years, banks will need to get the basics right and at the same time reinvent themselves. On one hand, they need to be digital and AI-driven, low-cost, and efficient. On the other hand, they need to be visionary, go into new sectors, and create end-to-end customer journeys.
To create powerful customer journeys, banks can really own the customer relationship. This may enable them to understand clients’ needs and serve them more effectively, bringing higher margins and stronger customer attachment. For example, instead of just offering mortgages, banks could help buyers find a home, move in, and finance it. In payments, banks could offer coupons, e-gifting, online marketplaces, and location-based services. For business clients, banks could add a unified, finance- and payment-enabled platform that integrates services including administrative, tax, accounting, business intelligence, benchmarking, and B2B marketplaces.
An ideal banking model might involve strategies from different geographies. In some areas of banking, the United States is more advanced, because it disintermediates more and does more securitization. In others, Europe is more advanced, digital, and efficient. The best American banks operate at a cost-to-asset ratio of 200 basis points, meaning they incur costs of two cents for every $1 of assets managed. The best European banks can operate at a cost-to-asset ratio of 70 to 80 basis points or even less. In Europe, the best banks do 70 to 80 percent of their sales digitally. Some European banks can approve a mortgage application within a day. At the best American banks, it still takes weeks to get a mortgage. Asian banks, especially Indian banks, are the stars of how to go beyond banking and discover new avenues and differentiate. They operate almost like tech companies in many ways.
A provocative vision for the bank of 2035 might be a platform of networks—essentially a holding company for a collection of businesses—including e-commerce, payments, consumer lending, real estate, and a truly personalized advisory business, moving beyond financial into insurance, healthcare, and other things. This could be a $1 trillion market cap bank. It would still do everything that banking is doing now—it would still be very heavily regulated and very stable—but it would be unbundled to create value.Share Miklós Dietz’s insights
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Miklós Dietz is a senior partner in McKinsey’s Vancouver office.
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