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Vault recently spoke with Chantal McKay, a Senior Director at EY-Parthenon, about what her typical day looks like, what made her choose EY, the types of skills she recommends to those looking to join her practice area, and much more.
Vault: You started at EY-Parthenon via the Core program. Can you talk about the exposure you received from that program across the various areas of the practice?
Chantal: I began my career as a Core consultant, gaining exposure to projects spanning corporate growth strategy and private equity diligence across multiple industries, including industrials, education, consumer, and media. This breadth allowed me to quickly build relationships across teams and geographies while developing a strong understanding of where my interests and strengths were best aligned. One of the most valuable benefits was learning to recognize problem-solving patterns across industries and building a versatile consulting toolkit across different project contexts.
Vault: What does a typical day look like for you?
Chantal: No two days look the same, as priorities often shift based on client needs and project type. My time is typically split between working with my teams and my clients. So, a part of my day will be aligning with project teams through team huddles, to set priorities and work through roadblocks. Then another part of my day is spent engaging directly with clients to provide guidance, align on decisions, and build consensus around our recommended approach. During transactions, I’m often involved in multiple client conversations while also spending time coaching teams and contributing to broader firm-building initiatives.
Vault: What does your current practice area within Strategy & Execution focus on, and how does it contribute to the broader client solutions provided by EY-Parthenon?
Chantal: I focus on large-scale transactions, supporting separation and sale readiness for consumer packaged goods and industrial companies. My work spans sales and marketing readiness and broader commercial operations so that businesses are fully prepared to operate and transact at close.
Vault: Who are your typical clients and how do you serve as a journey partner to them in solving their biggest challenges?
Chantal: My primary client stakeholders include senior corporate leaders, PE-backed management teams, and, at times, board members. Beyond guiding leaders through complex transitions, I serve as a journey partner by helping them articulate what comes next, bringing clarity, structure and confidence as they navigate strategic decisions and long-term value creation.
Vault: What skills, experiences, or learning paths would you recommend to someone interested in the EY-Parthenon practice and specifically within Strategy & Execution?
Chantal: The EY-Parthenon practice primarily hires from undergraduate and graduate programs, and a strong foundation in Excel and PowerPoint is essential, as these tools underpin much of our analytical work and client storytelling. I would also encourage developing comfort with AI tools, particularly effective prompting, as they can significantly enhance research productivity. Equally important is investing in executive presence. Clear communication, confidence, and judgment are so valuable, given how often we engage with very senior client stakeholders.
Vault: What made you choose EY-Parthenon after you pursued your MBA?
Chantal: During my MBA, I was drawn to EY-Parthenon by the strong relationships I built with people who genuinely invested in my development and offered a clear view of consulting at its highest levels. The opportunity to start as a Core consultant, gaining exposure to PE diligence and growth strategy before refining my focus was especially compelling and shaped how I approach large, complex transactions today by pairing strategic rigor with executional judgment.
Vault: What’s a defining moment from a client engagement that you still remember?
Chantal: My very first growth strategy engagement stands out. I worked with a news and media company struggling to drive revenue. Through rigorous analysis, our team was able to pinpoint the root causes of their growth challenges in under six weeks. The recommendations we delivered helped the leadership team make thoughtful strategic choices and set a clear path toward sustained growth. This experience showed me early on that with the right structure, focus and team engagement, meaningful change and impact can be achieved quickly.
Vault: 2020 brought a promotion, your first child, and the pandemic—how did that change your priorities at work, and how has EY-Parthenon supported you through those experiences?
Chantal: I welcomed my first child in July 2020, at the height of the pandemic, and returned from maternity leave in early 2021 as a newly promoted Senior Director, entirely in a virtual environment. That period prompted a meaningful shift in my priorities, with a greater focus on building a sustainable way of working while continuing to grow as a leader. The flexibility the EY-Parthenon practice provided, particularly reduced travel and trust in how work was delivered, allowed me to reassess the types of engagements I took on. Over time, I leaned into a model that could support both my role as a new mother and my career in consulting.
Vault: Who advocated for you, and how did their support influence your career path?
Chantal: My counselor, Aliya Amanzholova, has guided my development within deal management; Adolf Unoarumhi has provided candid guidance as I’ve shaped a career path aligned with my strengths and interests; and Mitch Berlin has trusted me with increased responsibility and visibility on complex engagements.
Vault: When have you felt most proud or fulfilled during your career with EY-Parthenon?
Chantal: I feel fulfilled when I’ve built high-trust relationships with clients that also enable my teams to succeed. Trust is critical during complex, high-pressure engagements, and helping clients navigate stressful, time-intensive moments with confidence in EY-Parthenon gives me a great sense of pride.
This post was sponsored by EY-Parthenon.
Disclaimer: The views reflected in this article are the views of the author and do not necessarily reflect the views of Ernst & Young LLP or other members of the global EY organization.
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