Four McKinsey and Company partners gathered around a table in a stylish setting. One wore elegant Chanel jewelry with a pantsuit, while another opted for a loose, flowing shirt. Several hands displayed Oura rings that quietly monitored heart rates.

This meeting highlighted a major achievement. When the discussion took place in late June, the group was days from entering McKinsey's highest ranks as senior or distinguished partners. Few reach this tier: the firm has over 2,500 partners worldwide and promotes about 200 partners annually, yet it elevated roughly 60 to senior partner this year.

Consulting partners often stay formal when speaking about their organizations. Here, however, the four appeared at ease, sharing laughs and genuine interest in one another's professional stories.

The talk explored both the history and future of partnership, including personal routes to success and shifts driven by AI in consulting.

But first: the celebration

Partners usually hear about their elections through a call from a practice leader. Anna Mattsson received hers late in the evening. Holger Hurtgen's longtime friend and leader drew out the chat playfully before delivering the update.

Alex Devereson's call opened simply with the word congratulations.

When the news arrived, Devereson was rushing his son to a swimming lesson. His low-key celebration involved the class followed by time at a park.

Maria Albonico, based in London and focused on financial services and private equity, described a wave of support from colleagues. She spent hours on consecutive calls, prompting her husband to worry something had gone wrong.

As senior partners, the group will shape firm strategy, guide major client projects, and hold greater equity.

Election and career strategies

Despite the honor, the first day in the new role may not differ much from a typical Wednesday, noted London-based Devereson.

All four emphasized that reaching this level came from already performing at that standard rather than a rigid plan.

You manage the narrative around it to some degree, but it is not purely strategic, said Mattsson, who joined six years ago after time at Deloitte. She now heads the Strategy and Corporate Finance Practice in Switzerland and co-leads the global separation and spin-off service line.

Mattsson felt major disappointment after being overlooked the prior year. She chose to drop political concerns, commit fully to key clients, and concentrate on work she enjoyed most.

Holger Hurtgen started at McKinsey in 2007 as the first data scientist and AI engineer in Germany. He earned the distinguished partner title, a newer role honoring specialized expertise.

Hurtgen recalled warnings that his nontraditional profile would hinder advancement, yet he focused on technology and AI instead.

Inside the CEO Factory

Founded in 1926, McKinsey helped pioneer professional management consulting. It now projects a fresher image than some rivals, with modern offices that feel thoughtfully designed. The firm advances talent under 40 to partnership and encourages an entrepreneurial spirit that earned it a reputation as a CEO factory.

In 2025, McKinsey promoted 224 partners, including 66 women, the largest share ever. At the senior level the balance remained uneven, with only six of 56 new senior partners being women, according to Bloomberg.

Mattsson expressed excitement at becoming what she believed was the second female senior partner in the Swiss office. Two more women advanced in her practice this June, and the four celebrated with dinner.

Why they never left McKinsey

Consultants often praise the variety of industries and challenges. Outsiders sometimes joke about the role's true nature.

Have those at the top considered departing? Mattsson noted frequent outside offers yet always returned for the chance to tackle fresh projects and reinvent herself regularly.

It allows you to live ten careers in one, Albonico said. The firm combines family-like support with entrepreneurial freedom.

At the end of the day we are all entrepreneurs, Albonico added, met with nods from the group.

Hurtgen, a 20-year veteran and AI leader, built longevity through deliberate habits. Early advice urged keeping one foot outside the firm for long-term satisfaction.

He regularly connects with people beyond McKinsey, reinforcing that the firm means people first. Each year between Christmas and New Year's he reviews whether the role still suits him and his family. On tough days he recalls that choice.

Devereson said he has never considered leaving and trusts his instinct that McKinsey remains the right place.

Partnership in the age of AI

Consulting faces AI-driven change affecting pricing and daily work. While junior tasks draw attention, AI also alters expectations at senior levels.

Albonico noted that senior partnership once hinged on client ties and people leadership. Much technical review now happens faster via AI, freeing partners for orchestration, skill development, and trust building.

There is a greater focus on the human element, which creates a welcome paradox, she said.

Hurtgen feels uneasy weekly trying to track rapid AI advances despite two decades in the field.

In Devereson's pharmaceutical and biotech work, an AI viewpoint is now vital for credibility, unlike a decade ago.

Yet an irreducible core remains, Devereson said. For Mattsson that core includes curiosity and approachability, qualities she observed in partners during her early conversations and continues to value.