Monday, October 29
INFRASTRUCTURE SITE VISITS
As an integral part of the Global Infrastructure Initiative (GII) program, we will be hosting six infrastructure and technology tours, learning how some of London’s leading organizations are improving the way that infrastructure is planned, financed, delivered, and operated. Please note that availability is limited and Summit participants must sign-up to secure their place.
BATTERSEA POWER STATION
Battersea Power Station is one of central London’s largest and eagerly anticipated regeneration projects. It will see a 42-acre former industrial brownfield site, which had been derelict for 30 years, transformed into a new town center for London. The £9 billion project will deliver thousands of new homes, offices, restaurants, retail space, and cultural venues. It will also include 18-acres of public space and major infrastructure improvements including a new Zone 1 London Underground Tube Station. Once completed in late 2020, over 40 million visitors are expected to visit the destination each year. https://batterseapowerstation.co.uk/
Crossrail is Europe’s largest infrastructure project and, when complete, will link four major London economic centers: Canary Wharf, the financial district, the West End, and Heathrow Airport. The project has broken the mold in UK construction by being the first organization to develop a strategy and process for managing innovation in mega projects. http://www.crossrail.co.uk/
(Due to time constraints, the Crossrail site visit uniquely departs at 08:30—1.5hrs before the others)
LONDON BRIDGE STATION
London Bridge is the fourth busiest station in the country, bringing around 56 million passengers into the city each year. The Thameslink Programme has transformed London Bridge station to make it bigger, better and more accessible. Since opening in January 2018, passengers have benefitted from new platforms for more trains, a huge new concourse and better connections. The redevelopment of the station has made it a destination, optimizing the transit oriented development opportunities. Importantly, this development has expanded the capacity to 90 million passengers per year. https://www.networkrail.co.uk/running-the-railway/our-routes/south-east/london-bridge-improvements/
QUEEN ELIZABETH OLYMPIC PARK
Spread across 560 acres of parklands, Queen Elizabeth Olympic Park (QEOP) is home to landscaped gardens, historic waterways, famous sporting venues, and a vibrant arts and events program. QEOP opened in April 2014 following the 18-month transformation program of the London 2012 Olympic Park. The Park is still transforming and will soon provide additional homes, jobs, education and cultural facilities. The London Legacy Development Corporation (LLDC) is responsible for promoting and delivering the physical, social, economic and environmental regeneration in QEOP and Mace is the project management partner. http://www.queenelizabetholympicpark.co.uk/
Tideway is the organization delivering the Thames Tideway Tunnel, a 25km sewer tunnel needed to prevent an average of 20 million tons of untreated sewage discharge from entering the River Thames annually. The project will upgrade London's sewerage system to cope with the demands of the city well into the 22nd century. Built from three main construction drive sites in Fulham, Battersea and Southwark, the Thames Tideway Tunnel is expected to take up to seven years to build, at a cost of £4.2 billion. It will require the use of 24 construction sites, 11 of which are located along the river bank. https://www.tideway.london/
TfL's NETWORK MANAGEMENT CONTROL CENTRE
Transport for London (TfL) is the integrated transport body that runs nearly all the transport in London, operating from two control centers in one location. Given the breadth and varying age of the services, a wide variety of technical tools are used to keep the city moving. The interface between highly automated systems and human intelligence deals with complex situations every day, from routine challenges to emergency situations. The visit to the Network Management Control Center (NMCC) will demonstrate how these activities are brought together in a coordinated manner to provide seamless support for 27 million journeys every day. https://tfl.gov.uk/
WELCOME AND FRAMING
Speaker: Robert Palter, Senior Partner, McKinsey & Company
IMPROVING MAJOR PROJECT DELIVERY THROUGH DIGITAL TRANSFORMATION
Digital innovations are disrupting industry structures and the way major capital projects are planned, financed, built, and operated around the world. McKinsey research suggests that, by using existing technology, companies can reduce project costs by up to 45 percent. Even bigger gains are possible for organizations that move first and fast. What are some of the most exciting solutions that have emerged in the past year?
Stuart Shilson, Senior Partner, McKinsey & Company; Co-chair, GII
Gernot Strube, Senior Partner, McKinsey & Company; Co-chair, GII
PLAN: STRUCTURING MAJOR PROJECTS FOR SUCCESS
Major projects are continuously buffeted by strong forces—cost overruns, politics, complex regulations, and civic protests. Well-structured projects that clearly allocate risks and roles among all involved are more resilient to these inevitable stressors. What can owners and contractors do to improve stakeholder alignment, risk planning, and execution governance to maximize the chance of success? How do we create the capacity and necessary capabilities in the public sector? How can technology improve the odds?
Ann Bentley, Global Board Director, Rider Levett Bucknall
Bruce Grewcock, Chairman & CEO, Peter Kiewit Sons
Tony Meggs, Chief Executive, Infrastructure and Projects Authority
Moderator: Michael Della Rocca, Partner, McKinsey & Company
INSPIRING IDEAS: ACCELERATING DIGITAL INNOVATION
McKinsey analysis suggests that existing digital technologies, when applied comprehensively and efficiently, can reduce overall project costs dramatically. When viewed in the context of construction’s $1.6 trillion productivity opportunity, digital solutions could produce more improvement than any other lever. This session will spotlight pockets of innovation across the industry, investment trends, and actions that can help organizations maintain their competitive advantage.
Presenter: Steffen Fuchs, Senior Partner, McKinsey & Company
FINANCE: RETHINKING THE ROLE OF THE INSTITUTIONAL INVESTOR
The infrastructure industry is experiencing one of the biggest shifts in infrastructure finance over the past decade. With brownfield assets hotly contested and in short supply, returns are considerably less favourable than they once were so institutional investors are going after greenfield projects. As institutional capital gets involved earlier in the project life cycle, what engineering, consulting, and other technical expertise will investors need to engage and manage the development risks? What new collaborations and business models will unfold? What technologies and approaches—such as data analytics and capex optimization—can improve the outcomes?
Laurie Mahon, Vice Chair, U.S. Investment Banking; Managing Director and Co-Head, Global Infrastructure & Power, CIBC World Markets
Andrew Rose, Chief Executive Officer, Global Infrastructure Investor Association
Michael Sabia, President and CEO, Caisse de dépôt et placement du Québec
Moderator: Robert Palter, Senior Partner, McKinsey & Company
INSPIRING IDEAS: USING TECHNOLOGY TO RADICALLY CHANGE HOW WE DESIGN AND COMMUNICATE PROJECTS
Imagine a future in which we design and experience a physical space before it is built, test spatial configurations to scale immediately, experience and compare spaces all over the world simultaneously, interact with collaborators in real time, and share 3D solutions with investors, regulators and the public. This session will explore how the latest virtual and augmented reality solutions are transforming our industry. This future is now!
Presenter: Jan Bunge, Managing Director, Squint Opera
DINNER AND KEYNOTE DISCUSSION
Introduction: Dame Vivian Hunt, Senior Partner, McKinsey & Company
Speaker: Robert Jenrick MP, Exchequer Secretary, UK Ministry of Finance
Moderator: Kevin Sneader, Global Managing Partner, McKinsey & Company
Tuesday, October 30
Participants select one of four concurrent pillar discussion sessions
PLAN: PREPARING FOR THE FUTURE OF ENGINEERING
The engineering and construction industry is on the cusp of a new era, with novel applications and tools changing how companies design, plan, and deliver projects. As major projects increase in complexity and cost, how does the current approach need to change to ensure that projects benefit from digitization, automation, vertical integration, and solution selling? How will these innovations change project roles and execution? Who will capture the “technology dividend”?
Phillip Aiken, Chairman, Balfour Beatty
Leigh Jasper, Chief Executive Officer, Aconex
Joseph Pangalila, Chief Executive Officer, PT Tripatara
Tom Wolf, Chief Executive Officer, RIB Software
Facilitator: Koen Vermeltfoort, Partner, McKinsey & Company
FINANCE: INNOVATING REVENUE MODELS FOR MAJOR PROJECTS
Given their complexity, long-term return profile, and delivery risks, a compelling and robust business case is essential to finance major capital projects. Beyond optimizing a project’s capital profile and reducing schedule risks, what creative new revenue models can maximize funds and improve bankability? How can technology create new value in project sourcing, evaluation, structuring, and risk allocation?
Pierre Lavallée, President & CEO, Canada Infrastructure Bank
Bruno Roy, Chief Financial Officer, WSP
Matthew Vickerstaff, Deputy CEO and Head of Project Finance, Infrastructure and Projects Authority
Michael Volkermann, Global Head of Project Finance, Deutsche Bank
Facilitator: Roberto Fantoni, Senior Partner, McKinsey & Company
BUILD: RECOVERING PROJECTS IN DISTRESS
Project leadership, transparency and team behaviours have an outsized impact on project performance and are often the root causes of schedule delays and cost overruns. With more than 90 percent of major projects facing such delays or overruns, what does it take to identify a distressed project early and fix it before the situation becomes unmanageable? What proven strategies can help owners and contractors reset a project? What is the role of technology in assisting this process?
David O’Connor, Head of Global Projects, BP
DK Sen, Whole Time Director & Senior EVP (Infrastructure), Larsen & Toubro
Chris Shephard, Vice President of Construction, Trimble
Jennifer Weitzel, Partner Datacenter Infrastructure Supply Chain, Microsoft
Facilitator: Filipe Barbosa, Senior Partner, McKinsey & Company
OPERATE: ADAPTING TO THE FUTURE OF MOBILITY
Every day, billions of people and tons of goods move by road, rail, air, and water but the consequences are significant—pollution, CO2 emissions, congestion, and a massive load on public budgets. However, new technologies and financing pressures are generating major shifts in mobility. How can mobility players adapt to a future that is increasingly autonomous, connected, electrified, and shared? How will future mobility patterns change the value pools in traditional asset classes? What will customers expect from operators to improve their experience?
Roy Brannen, Chief Executive, Transport Scotland,
Ugo Govigli, Chief Executive Officer, Sinelec
Philip Hoare, Chief Executive Officer, UK & Europe, Atkins
Tom Wright, President, Regional Plan Association
Facilitator: Tyler Duvall, Partner, McKinsey & Company
BUILD: USING COLLABORATION TO IMPROVE PERFORMANCE
The relationship between owners and contractors is broken. For years collaboration has been heralded as the answer, yet the theory is stronger than the practice. How do we overcome the barriers that prevent us from implementing collaborative approaches? What innovative risk-sharing and supply-chain solutions (with supporting contracts) could build trust and incentivize better performance? How do the roles and business models of owners, contractors, and investors need to shift?
Cressida Hogg, Chairman, Landsec
Shaun Kenny, General Manager, Europe, Africa & Middle East, Bechtel
Dirk Rompf, Board member for Network Planning and Large-scale Projects, DB Netz
Moderator: Jim Banaszak, Partner, McKinsey & Company
INSPIRING IDEAS: CREATING CITIZEN-CENTRIC CITIES
Over the next decade, the current generation of smart city applications will impact cities across seven quality-of-life dimensions: safety, time/convenience, health, environmental quality, social connectedness, jobs, and cost of living. Reviewing progress in 50 smart cities, McKinsey Global Institute identified how smart applications can solve entrenched and emerging urbanization challenges. What are the insights for cities and how can these applications improve quality of life?
Presenter: Jonathan Woetzel, Senior Partner, McKinsey & Company; Director, McKinsey Global Institute
OPERATE: DIGITIZING INFRASTRUCTURE ASSETS
Digitization is inevitable and is varying states of maturity in different asset classes. As end-to-end optimization, IoT, and digital twins become mainstream, the way we design, deliver, operate, and maintain our infrastructure will be radically different—and customers will demand the same experience they receive from existing digitized sectors. What needs to be done to accelerate digitization across all asset classes? What are the individual and institutional capabilities needed to make persistent use of digital assets? Is the case for digital twins as strong as we have been led to believe?
Gregory Bentley, Chief Executive Officer, Bentley Systems
Greg Hodkinson, Chairman, Arup
Jens Holmboe, Director General, Danish Road Directorate
Moderator: Gernot Strube, Senior Partner, McKinsey & Company
CROSS-CUTTING: CULTIVATING GREAT PROJECT LEADERS
Several studies indicate that the project leader is the primary driver of project performance but organizations have struggled to identify their peak performers and build these capabilities in-house. How can the industry bridge the talent gap and cultivate a skilled and diverse class of project leaders? How will the typical project leader role change in a digital environment?
Ian Davis, Chairman, Rolls-Royce
Nonyameko Mandindi, Chairman, Group Five
Terry Morgan, Chairman, Crossrail
Moderator: Hugh Thorneycroft, Consultant, Spencer Stuart
INSPIRING IDEAS: BUILDING BRIDGES TO PROSPERITY
Almost one billion people around the world don't have safe access to critical resources like health care, education, or employment due to an impassable river. Tackling this challenge through last mile infrastructure investments, Bridges to Prosperity has positively impacted the lives of over one million people in 22 countries. The program has demonstrated that investing in connecting rural populations significantly increases health care visits, school enrollment, household income, and economic opportunities. What is the potential for this community to broaden and accelerate basic infrastructure efforts such as this?
Presenter: Avery Bang, President and CEO, Bridges to Prosperity
CROSS-CUTTING: CONNECTING EURASIA
Multiple initiatives point to the growing importance of connecting countries in Europe and Asia—the Asian Infrastructure Investment Bank is a new multilateral development bank with members across the world; new investors and capital pools have emerged to help build out China’s Belt and Road Initiative (BRI); and India, Russia, Turkey, and the European Union are working on improving connectivity. How are multinational projects being financed? What opportunities exist for international companies to engage in BRI projects? How can high standards and good governance be assured?
Danny Alexander, Vice-President & Corporate Secretary, Asian Infrastructure Investment Bank (AIIB)
Uwe Krueger, Senior Managing Director, Head Business Services, Temasek International
Nicholas Wong, Co-head of Worldwide Projects Group, Clifford Chance
Moderator: Jonathan Woetzel, Senior Partner, McKinsey & Company; Director, McKinsey Global Institute
Participants will select one of four concurrent pillar solution sessions, each focusing on a major global project or infrastructure challenge. A senior executive from the organization will spend 10-minutes introducing the project and framing its biggest challenges. The participant group, representing deep expertise from around the world, will spend the remaining 50 minutes in a facilitated discussion, solving for these challenges.
PLAN: ACCELERATING HEATHROW’S EXPANSION
Expanding Heathrow is one of the largest and highest profile infrastructure developments in the United Kingdom. With final planning consent expected in 2020 and a new runway scheduled to open in mid-2020, the challenge is to ensure that a world class hub can be privately financed and sustainably delivered at an affordable airport charge. What would it take to reduce the timeline and bring more capacity on earlier? How should Heathrow manage the design complexity and boil it down to one coherent option? What stakeholder engagement techniques can help identify the right incentives, while managing the unknowns inherent in the planning process?
John Holland-Kaye, Chief Executive Officer, Heathrow Airport Holdings
Andrew Macmillan, Chief Strategy Officer, Heathrow Airport Holdings
Emma Loxton, Partner, McKinsey & Company
Michael Della Rocca, Partner, McKinsey & Company
FINANCE: THE BUSINESS CASE FOR THE DIGITAL RAILWAY
The “Digital Railway” is Network Rail’s planned major capital upgrade that will deliver increased capacity, reliability, and a 21st century transformation of how UK railways are managed, operated and maintained. However, the inherent complexities of an upgrade which touches many parts of the devolved industry structure, makes this challenging. Therefore, it is critical for the industry to come together and align on their approach to planning and delivering the upgrade. What are the best approaches to understanding the costs and benefits in such a complex system? How does Network Rail ensure that the program will be attractive to third party investment?
Andrew Haines, Chief Executive Officer, Network Rail
Stuart Shilson, Senior Partner, McKinsey & Company
Robert Palter, Senior Partner, McKinsey & Company
BUILD: DELIVERING MAJOR PROJECTS IN URBAN DENSITY
Providing housing and infrastructure for an estimated 2.5 billion new urban residents by 2050 will require the delivery of major projects in large cities at scale. While the challenges are well recognized—regulation, economic disruption, supply chain, labor availability—the magnitude of their impacts have grown as cities become denser and buildings taller. What master planning and urbanization approaches can make a difference? How can we leverage technology, tools and process management to improve the outcomes? What new business models and financing approaches are working in this scenario?
Dan McQuade, Group President, Construction Services, AECOM
Gernot Strube, Senior Partner, McKinsey & Company
Jim Banaszak, Partner, McKinsey & Company
OPERATE: FUTUREPROOFING LONDON’S TRANSPORT SYSTEM
London is famous for excellent multimodal transport in a congested city, despite legacy systems that are tough to upgrade and connect. As London and other cities plan for the inevitable transport evolution over the next 30 years, how can we optimize journey flow with limited capital investment? How do we prepare for a future that will be autonomous, connected, electrified, and shared? What role does improving the customer experience play in this future reality?
Shashi Verma, Chief Technology Officer & Director of Strategy, Transport for London
Tyler Duvall, Partner, McKinsey & Company
Nick Bertram, Associate Partner, McKinsey & Company
Participants select one of four concurrent pillar discussion sessions
PLAN: CREATING RESILIENT AND CLIMATE-SMART INFRASTRUCTURE
Increasing coastal urbanization, coupled with climate change and sea level rise, is dramatically intensifying the impact and cost of major storms. In the United States, the cost of weather and climate related disasters in 2017 alone reached $310 billion. How do we adjust our economic model to address the current and likely future vulnerabilities in our infrastructure? Who is best positioned to develop a long-term, sustainable path forward? How can technology assist in increasing resilience and mitigating risk?
Clare Burgess, Partner, Clifford Chance
Scott Jacobs, Co-Founder & CEO, Generate Capital
Morgan Landy, Global Director, Infrastructure and Natural Resources , IFC
Nitesh Mistry, Head of Infrastructure Finance, Swiss Re
Rt Hon Claire Perry MP, Minister of State for Energy and Clean Growth, United Kingdom
Moderator: Tim McManus, Vice President, Major Projects, McKinsey & Company
FINANCE: WINNING IN A WORLD OF DIGITAL DISRUPTION
Technology is disrupting infrastructure investing by challenging the viability of certain assets and business models, while simultaneously opening new opportunities. This has resulted in a wave of new players competing for assets in this rapidly evolving space. How are these new infra investors identifying and engaging with the most transformative technologies? What can be done to accelerate technological adoption across the sector? How do the incumbent investors compete in this new era?
Darren Bechtel, Founder & Managing Director, Brick & Mortar Ventures
Ed Clarke, Co-founder & Director, Infracapital
Rob Collins, Managing Partner, Head of North American Infrastructure, 3i
Susan Gray, Global Head of Corporate & Infrastructure Ratings, S&P Global
Facilitator: Alastair Green, Partner, McKinsey & Company
BUILD: ADAPTING THE E&C BUSINESS MODEL
Completing projects on time and on budget under existing business models is increasingly difficult. Owners are taking on more ambitious and complex projects and expecting better productivity, stretching some contractors to the limit. Simultaneously, huge investments have poured into technology start-ups that are disrupting how traditional E&C activities create value. How do E&C companies adapt their business models to compete in this new world?
Eric Keen, Chief Executive Officer, HDR Engineering
Patricia Moore, Managing Director, UK, Turner & Townsend
Omar Shahzad, Chief Executive Officer, Meinhardt Global
Burak Talu, Executive Board Member and CEO, Dogus Construction and Trade
Facilitator: Prakash Parbhoo, Partner, McKinsey & Company
OPERATE: MAKING THE MOST OF BROWNFIELD INVESTMENT
To improve capacity, it is imperative to optimize existing infrastructure through improved operations and additional investments. How do we identify the small investments that can have major impacts? What goes into deciding whether to upgrade, repurpose, or rebuild existing infrastructure? How do we redesign assets to be agile?
Bruce Hogg, Managing Director, Canada Pension Plan Investment Board (CPPIB)
Lincoln Leong, Chief Executive Officer, MTR Corporation
Gianluca Racana, Director, Zaha Hadid
Mark Reynolds, Chief Executive, Mace
Facilitator: Maria Joao Ribeirinho, Partner, McKinsey & Company
INSPIRING IDEAS: DELIVERING INFRASTRUCTURE WITH DIVERSE GLOBAL TEAMS
There is growing consensus that a robust inclusion and diversity strategy can attract talent, strengthen decision making, increase innovation, motivate employees, and improve a company’s license to operate. Organizations in the infrastructure industry can capture this opportunity by plotting a clear course of action to build competitive advantage, and tying outcomes closely to their strategic goals. Where do we start and what can we learn from the companies who have achieved both a best-in-class culture of inclusion and diversity, and a tangible improvement in performance?
Presenter: Dame Vivian Hunt, Managing Partner, UK and Ireland, McKinsey & Company
Speaker: Sir John Parker, Chairman of Pennon Group and Laing O’Rourke; Lead non-executive director, UK Cabinet Office
Moderator: Rik Kirkland, Partner and Director of Publishing, McKinsey & Company
THE BEST IDEAS
Recap of the best ideas, insights, and actions from the Global Infrastructure Initiative
Presenter: Robert Palter, Senior Partner, McKinsey & Company
DINNER AND ENTERTAINMENT MADAME TUSSAUDS
Wednesday, October 31
GII will be hosting three concurrent sector-specific roundtables covering Engineering & Construction, Energy & Resources, and Real Estate. These sessions will encourage participants to go deeper into the most exciting topics in specific sectors.
REAL ESTATE: THE FUTURE OF REAL ESTATE
The global real estate market has reached an inflection point with the changing buying patterns of millennial customers and the impact of technology. Taking place from 09:00-15:00, this interactive Real Estate roundtable will tackle the central theme of the future of real estate. Key topics will include:
- Understanding market forces creating opportunities and challenges in real estate investment today
- Anticipating millennials’ behavior in residential, office and retail real estate
- Preparing for smart cities and districts of the future
- Adapting to the office of the future
- Embracing new construction technologies
- Addressing the affordable housing challenge
Méka Brunel, Chief Executive Officer, Gecina
DING LiYe, Chairman and CEO, SCPG
James Seppala, Senior Managing Director, Blackstone Group
Josh Sirefman, Chief Development Officer, Sidewalk Labs
Subbu Narayanswamy, Senior Partner, McKinsey & Company
Mukund Sridhar, Partner, McKinsey & Company
ENGINEERING AND CONSTRUCTION: BEYOND MODULAR: FROM PROJECTS TO PRODUCTS
McKinsey’s research has demonstrated the significant productivity opportunities presented by modular construction, new materials and technology-based solutions. However, different asset classes need custom-designed solutions and the right combination is not always clear. Focusing on three core asset classes, participants will explore what it will take for the construction industry to go beyond modular, optimize the mix of new solutions, and collectively shape the projects of the future. What could success look like and what shifts are required to get there?
Bruno Balbinot, Chief Executive Officer, Ambar Brasil
Mark Elliott, Chief Executive Officer, Northwest Rapid Transit
Tom Elvidge, General Manager, UK & Ireland, Uber
Simon Jenner, Chief Operating Officer, Battersea Power Station Development Company
Andrew Macmillan, Chief Strategy Officer, Heathrow Airport Limited
Mark Reynolds, Chief Executive Officer, Mace
Nick Bertram, Associate Partner, McKinsey & Company
Jan Mischke, Partner, McKinsey & Company
Maria João Ribeirinho, Partner, McKinsey & Company
ENERGY & RESOURCES: DRIVING PRODUCTIVITY THROUGH DIGITAL TRANSFORMATION AND INNOVATIVE PROJECT LEADERSHIP
While energy and resources major projects have been growing in complexity and scale, schedule and cost performance has been stagnant for decades. However, increasing cost pressure in the industry is forcing market players to mitigate this productivity challenge and two enablers have risen as top contenders to address this challenge:
- Digitization of major projects - with a plethora of new solutions emerging, navigating the digital landscape is difficult. How do we identify where technology can deliver the most value to our organizations and customers? What strategic decisions and capabilities are required to position an organization for market leadership?
- The art of project leadership - little attention has been paid to the “soft” organizational and leadership elements of major project delivery. Why do major projects continue to fall short of expectations despite so much experience, learning, discussion, and analysis? What are the unique success factors deployed by those who have managed to avoid significant time and cost deviations?
Paul Gibbs, Regional Manager, UK Bechtel
David O’Connor, Head of Global Projects, BP
Bhupinder Singh, Chief Product Officer, Bentley Systems
Tom Brinded, Associate Partner, McKinsey & Company
Jochen Latz, Partner, McKinsey & Company
Koen Vermeltfoort, Partner, McKinsey & Company
REAL ESTATE: THE FUTURE OF REAL ESTATE (CONTINUED)
Jan-Hendrik Goldbeck, Executive Partner, Goldbeck
Roelof Opperman, Principal and the Co-Head of Real Estate Technology Investment, Fifth Wall Ventures
Nick Walkley, Chief Executive, Homes England
Subbu Narayanswamy, Senior Partner, McKinsey & Company
Mukund Sridhar, Partner, McKinsey & Company