It would be great if some one would provide some guidance on the McKinsey Implementation in MiddleEast?

1. How it’s viewed now (esp. Middle East)
   Implementation is generally viewed better than it was years ago, especially in the Middle East where clients want things to actually get done (large transformations, PMO, capability building). It’s still “less prestige” than classic generalist for some people, but it can be highly valued internally when delivery is the bottleneck.
2. Salary: EM (integrative) vs Solutions Delivery Manager
   Usually EM compensation is higher than Solutions Delivery / Delivery Manager at roughly similar years, but there isn’t a clean 1:1 mapping (different job familes, different supply/demand). Best approach is to ask HR for the exact band and typical bonus range for your specific office, not global averages.
3. Why SDM pegged as Senior Associate / “step down”
   It’s not always a step down in responsibility; it’s more a different ladder. The implementation track is measured more on delivery leadership, change management, execution, and operations depth; integrative is measured more on problem solving, team leadership, and selling/owning the answer. So titles don’t translate perfectly across trakcs.
4. Can you switch to integrative once inside
   Yes, it’s possible, but not guaranteed. It depends on performance, sponsorship, and business need (and whether partners want to staff you as a generalist). The practical route is: perform strongly in delivery, get staffed close to integrative teams, build supporters, then request a formal transfer in a defined widnow.
5. Career growth in implementation; can it reach AP/P; pay at AP/P
   There is real growth, and you can progress very far if you become “client-trusted” and can run big programs end-to-end. Reaching AP/P is possible, but tends to be more selective and often tied to having a clear value proposition plus repeatable impact (often with a niche). Pay at senior levels can still differ depending on track and revenue model, but it becomes more case-by-case than a simple rule.

McKinsey Implementation is one of the most misunderstood parts of the firm. Here's the picture, especially for the Middle East.

1. Implementation in the Middle East: Growing in importance, still second in prestige

• It's grown a lot in importance. Vision 2030, NEOM, giga projects, government restructuring. These need people who can execute, not just strategize
• Implementation consultants are deeply embedded in some of the biggest projects in the region
• But internally, the prestige gap still exists. Integrative (strategy) is still seen as the "core" of the firm. That's just the reality

2. Pay gap: 15 to 25% lower than integrative at the same level

• This gap exists at almost every level. It narrows as you go senior but doesn't fully close until deep into the partner track
• Middle East pays well overall, but the relative gap still holds

3. Solutions Delivery Manager sounds senior but isn't internally

• The title internally maps to Senior Associate or Associate level in the integrative track
• McKinsey's logic is that integrative consultants do strategy plus client leadership from day one, while implementation is more execution focused
• Many implementation people feel this is unfair. But that's how the system works today

4. Switching to integrative: possible but don't count on it

• Possible but not common. Usually happens at junior levels
• You'll need to re-prove yourself, get staffed on strategy projects, and have strong internal sponsors
• Middle East offices are slightly more flexible because teams are smaller
• Don't join implementation assuming you'll switch. If integrative is what you want, try to get in on that track directly

5. Career growth: there's a path to partner, but it's longer

• There is a path to AP and Partner, but it's slower. More levels between entry and partner compared to integrative
• Implementation partners focus on delivery heavy engagements. They can build very successful careers, especially in the Middle East where execution is valued highly right now

6. At the top, titles merge but the split still shows

• At senior levels, the titles converge. Your business card just says Associate Partner or Partner
• But in practice, your background still defines your work. Implementation APs lead execution heavy projects, integrative APs lead strategy work
• Middle East is actually better for blending the two because the projects are so large they need both capabilities on the same team

Bottom line

The Middle East is one of the best places to do McKinsey Implementation. The work is real and the projects are massive. But go in with your eyes open. The pay gap is real. The prestige gap is real. The path to partner is longer. Switching to integrative is hard.

If you genuinely enjoy making things happen rather than just recommending things, it can be a great career. Just don't assume the two tracks are treated equally. They're not. Not yet.

Feel free to reach out if you want to talk through whether this fits your goals.

These are really insightful questions, especially given how rapidly the consulting landscape, and the Middle East's role within it, has evolved. It's smart to look beyond outdated information.

Here’s the reality: McKinsey's Implementation practice, particularly in the Middle East, is highly valued and strategic for the firm. Clients there aren't just looking for strategy; they demand partners who can also deliver tangible results and build capabilities on the ground. It's less about being "viewed as" something different and more about being a distinct, critical capability.

When it comes to the hierarchies, an SDM (Solutions Delivery Manager) is often pegged differently than an EM (Engagement Manager), and yes, usually at a level below, somewhat akin to a Senior Associate or a very junior EM depending on tenure. This isn't a "step down" in firm value, but rather reflects a distinct career path and compensation structure. The pay for an SDM will generally be lower than an EM's. Switching to the integrative track from Implementation is possible, but it’s never a simple lateral move. It typically requires significant internal networking, demonstrating more "integrative" problem-solving skills, and sometimes even a formal internal transfer process or a slight step back.

Career growth within the Implementation track is robust and absolutely extends to AP and Partner levels. There are indeed Implementation APs and Partners who are critical to the firm's success. At that level, they are simply "Associate Partner" or "Partner," but their day-to-day focus, expertise, and contribution still lean heavily into the implementation domain. While the titles converge, there can still be subtle differences in compensation at the very top, though it largely becomes highly individualized based on performance and impact. The key is to understand that while both tracks are highly respected, they are fundamentally distinct in their day-to-day work and the specific skill sets they reward.

Hope this helps clarify things for you!

I see you've received some great answers already.

One thing I'd add - make sure you have this conversation directly with somebody who is now in that role. If you haven't run these coffee chats before, you might find this guide useful:

• • Expert Guide: How To Handle Networking Calls and Get Referrals

Best,

Cristian