Early Life and Education

Ferry Grijpink’s journey to becoming a prominent figure at McKinsey began in a family that placed a high value on education. As the first in his family to attend university, Ferry was encouraged by his parents, both of whom worked in the beauty and construction trades. His mother later transitioned to administrative work, while his father became a mailman after being laid off from carpentry.

Growing up in an environment that emphasized the transformative power of education, Ferry’s parents sacrificed luxuries to ensure he could attend quality schools. Despite performing well academically in primary school, it wasn’t until high school that teachers began to recognize his potential.

Ferry pursued electrical engineering in university and seized various opportunities that came his way. His parents urged him to study abroad despite the associated costs, which led him to borrow money for the experience. Upon completing his studies, he joined Shell, a well-respected corporation in the Netherlands, much to his father’s pride.

Transition to Consulting

It wasn’t until Ferry’s tenure at Shell and his experience co-founding a start-up that he learned about consulting as a profession. Intrigued by the field, he applied to McKinsey and was thrilled to receive an offer, marking a significant milestone in his career.

Influences on His Work

Ferry attributes several key lessons from his background that shape his consulting approach:

• Real-World Insights: His upbringing gave him a profound understanding of operational realities. He often recalls how his mother shared her experiences as an administrator, highlighting the disconnect between theoretical management practices and actual work realities.
• Empathy for Outsiders: Having experienced feelings of being an outsider himself—during his university years, in his early role at Shell, and at McKinsey—Ferry has developed a strong ability to connect with individuals from diverse backgrounds, ensuring a more inclusive working environment.
• Acknowledgment of Luck: Ferry recognizes the role that luck played in his journey, particularly in how his parents’ sacrifices created opportunities that were unavailable to many of his peers growing up.

Strategies for Increasing Representation

Ferry advocates for actionable steps to promote greater diversity at McKinsey and within the consulting industry at large:

1. Simplifying Recruitment: Recognizing the intimidating nature of McKinsey’s interview process, especially for candidates from similar socioeconomic backgrounds, he underscores the need to make this process more approachable and welcoming.
2. Cultivating an Inclusive Environment: It is critical to foster a sense of belonging within McKinsey. Ferry emphasizes the importance of conversation topics that resonate with a wider array of employees, recalling how his initial experience at a company dinner—focused on wine and poetry—was alienating for him.