Evaluation.Exp. — McKinsey & Company
Role & scope: As product manager, I oversaw the review and feedback processes for more than 40,000 employees—expanding from two products to three while shaping strategic direction, quarterly milestones, and a unified evaluation experience across regions and tenures.
Managed the performance evaluation tool for all employees, fostering a culture of strong feedback and leading the team that supports growth and improvement across the firm.
The Opportunity
The evaluation and feedback domain required a unified experience that could flex across regions, tenures, and review stages—while maintaining tool integrity, transaction performance, and direct support for review committees. The firm needed someone who could bridge design, research, development, and change management at scale.
The Solution
I transitioned from design into product management, defining quarterly milestones with stakeholders, breaking work into epics and stories, and leading agile delivery with designers, researchers, and developers. I co-created digital evaluation and feedback experiences, addressed bias in written feedback, and built a high-performing team focused on belonging and career growth.
The Impact
Full ownership of strategic direction and day-to-day product lifecycle for firm-wide evaluation · Unified review-stage experience for diverse employee profiles · Stable, high-performing tools supporting review committees · Entrepreneurial initiatives such as bias mitigation in written feedback
- 40K+ — employees supported through review and feedback processes
- 3 — product lines managed across the evaluation ecosystem
- 50+ — stakeholders engaged in strategic planning and delivery