Jamar Williams

“Passionate about impact, bridging business and policy to uplift marginalized communities and drive change.”

McKinsey Office: New York City, NY

Hometown: Seattle, Washington

MBA Program and Concentration: Harvard Business School and Harvard Kennedy School, joint MBA/MPP

Undergraduate School, Major: Yale University, Gender Studies

What was your favorite thing about your MBA program? It’s so tacky, but the people. Being at the intersection of business and public policy meant classmates were passionate about solving complex challenges—whether in healthcare, climate change, or inequality. Everyone brought unique motivations and frustrations, which made the environment vibrant.

For me, the focus evolved during the program. Initially, I worked internationally, but 2020 was a turning point—COVID-19 and George Floyd underscored the inequalities in the United States. That reflection shifted my focus toward marginalized communities here: LGBTQ youth, women, and people of color. My background in gender studies always made me ask, “Who is at the table, and who isn’t?” Harvard gave me space to explore how both public and private sectors could better serve underrepresented voices.

Can you describe your proudest pre-McKinsey accomplishment? In what area(s) do you have considerable knowledge or expertise? On a personal level, being the first in my family to navigate higher education was significant. My mother immigrated from Korea, and neither of my parents went to college. Without much guidance in public school, I applied to universities on my own and took a leap of faith by aiming for top schools. Getting in, and persevering through the difficult first year—and feeling different, and sometimes behind—was a milestone I remain proud of.

Professionally, my proudest accomplishment came at Deloitte, where I helped design a large-scale agriculture program in West Africa. I spent time with farmers in rural Senegal and Ivory Coast, listening to their needs and perspectives—voices rarely present when global programs are designed. It was an opportunity to align my values with my work and ensure underserved communities shaped the solutions meant for them.

Why did you choose McKinsey over other consulting firms or other industries? I didn’t plan to return to consulting. But at the end of my graduate studies, I realized my curiosity spanned many areas—healthcare, international development, the public sector. McKinsey stood out because of its unique combination of strengths: a world-class healthcare practice, strong public sector work, and a truly global reach. It felt like the one place where my broad interests and commitment to impact could all come together.

What were you most excited about when you accepted your full-time offer? What is something you didn’t know to be excited about then, but you are now? When I got the offer call from a senior partner, I was in Indonesia and it was the middle of the night. I couldn’t believe it. I’d always read McKinsey was a leadership factory, and it hit me that I was going to be part of that. From the outside, you notice the caliber of the work and the reputation, but you don’t see how much energy McKinsey puts into developing its people into leaders. That level of investment in people really stood out to me, and it’s been one of the most exciting parts of being here.

One thing I didn’t anticipate was the level of trust. Even early in my tenure, I’ve had the chance to build direct client relationships with leaders like chief medical officers and foundation executives. Consulting is often seen as purely advisory, but at McKinsey it feels like we’re building solutions together. The exposure I’ve had to people with such storied careers, and the trust placed in me and my team to lead that work, has been remarkable.

Can you share a time you received mentorship while at McKinsey? How has it made you better? Early on, I confided in a partner about my imposter syndrome and doubts about whether I could ever see myself as a partner. What was meant to be a short chat turned into a 40-minute conversation. She shared her own early doubts and reminded me that growth comes from stepping into challenging roles. Her confidence in me was a mirror I needed, and it helped me push past hesitation and embrace opportunities to grow.

If you could go back in time and give your younger self one piece of advice during the interview process, what would you say? Remember the humanity of the person across from you. Interviewers are not some sort of gatekeepers. They have their own complex, fun lives and their own stories. Treat the interviews as conversations and enjoy the interaction and opportunity to connect.

What’s something you’ve learned here that you know will be useful for your entire career?
The “obligation to dissent.” At McKinsey, if you have a different perspective, it’s your responsibility to voice it. Staying silent doesn’t help the team or the client. This lesson has helped me overcome imposter syndrome and trust that my perspective adds value. I’ll carry that mindset throughout my career.

What’s an example of a time when a teammate challenged you, inspired you, or pushed you to think bigger or go further than you would have on your own? On a physician leadership study, I worked with senior partners and an engagement manager. We synthesized dozens of interviews into a published article. The partners pushed me to be very precise with my words and insights. They reminded me that every word matters, which sharpened my thinking and taught me to communicate with clarity.

On a recent public health project, partners with decades of experience often turned to us for recommendations. Not out of curiosity, but because they viewed us as thought partners and truly valued our perspective. In those moments, I realized fear of being wrong can hold us back. Trust from my team encouraged me to contribute boldly, which helped me find footing even in uncertainty.

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