30% of our company is ex-McKinsey, including myself. We took the best lessons from working there, and applied them to building a YC-backed startup. Steal our playbook:
(Before you get any ideas, 30% means 3 people - we’re a lean operation)
Alright, those lessons:
- You have to actually solve a real problem. If you can’t make a business case that appeals to an exec with your product, you’re nothing but a cool tool. Simple as that. I think this is especially true in AI startup land, since it’s so easy to just make your pitch “we do X but with AI”. That might win you a few early deals, but trust me, those customers won’t stick if you don’t solve an actual problem.
- Every enterprise deal is like its own mini consulting project. If you don’t have all the right people in the room from day one, you are wasting your time. You have to manage the process, timelines etc - don’t expect anyone else to. Find this out as early as possible in the sales cycle.
- Write a good top down email. It’s way clearer. Concise communication is becoming a lost art, and it’s sad. McKinsey had this concept called the “Pyramid Principle” that works well for us - at a high-level, you start your communication with the answer, then provide supporting arguments, then data. Everyone can understand your message quicker.
- Slides still work. That’s it, that’s the bullet point.
(But you can probably get away with 5 slides instead of 500 😅)
Now that I think about it, we’ve all realized you also have to UN-learn a lot of stuff from McKinsey.
In startups, 99% of what matters is doing, and not overthinking what to do.
In strategic consulting projects, it’s the exact opposite.
That’s a mindset switch you have make very quickly; otherwise, you won’t get any traction.
All this to say, I’m proud of our roots. There’s a reason McKinsey got where they are. We learned a lot there, and their processes work.
Having a repeatable process for success helped us get where we are, too.