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>> Hi, my name is Helen Ma.

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I'm a senior associate at McKinsey and
Company, here, based in Los Angeles.

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So, right now, I do management
consulting; that's what McKinsey does.

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And essentially what we do is we
help some of the largest companies

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in the world with their corporate strategy.

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And so, the thing that I love
about my job is that I get to work

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across all different industries and I get
to work on really tough business problems.

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A client that I'm currently working
with no is a very large enterprise,

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enterprise BTB-type company.

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And unfortunately, even though they're a giant
in the industry, their revenues are declining,

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they're losing market share very quickly.

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So they brought our firm in to
help them diagnose why is it

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that they are no longer the
market leader in many

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of the different divisions
that they sell products to?

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And to basically help us develop and go to
market near-term and long-term strategy for them

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to help return them to number one but also
to understand, what are the market dynamics

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and what are the future trends
that they should...

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understand?

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It's a -- you're kind of using lots of different
pieces of data to triangle it to the answer.

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So first, you look at the market.

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So we -- within the industry, there is published
market data across all the different competitors

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that you can look at to understand trends, you
know, who's gaining share, who's losing share.

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And you can look at it from a
regional, from a global standpoint.

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So we look at that in terms
of competitor dynamics.

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You can do some competitive
assessments interviews that kind

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of understand, what are they doing?

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You can talk to your company vendors to
understand, is there a relationship thing?

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Is it a product thing?

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to try to diagnose all those things.

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And then you can look internally
within the company as well.

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So, it may be both external as well as internal
forces that are causing this decline to happen.

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So we use all of that information,
both quantitative and qualitative data,

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to come up with our recommendation.

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Typical engagements are anywhere
from six to 10 weeks,

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but that is just the typical
and there's a huge variation.

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And it's not like this bell curve where
everything is sort of between six to 10 weeks.

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So, we do due diligences and those
are usually a week to two weeks.

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And we do big transformational as well
as implementation-type projects as well

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that can go six months up to a year.

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So it really does vary depending on the content
as well as the industry that we're working with.