29 Dec Tech Forward: Kateau James

Fostering Inclusivity and Innovation

Kateau James harnessed her fascination with technology—and staunch determination—to rocket to the pinnacle of her profession as Global Chief Information Officer at McKinsey & Company.

By Carlett Spike

Kateau James was a curious kid. At 14, that curiosity led her to take her first computer programming class, which became the starting point of her career. Since then, she’s held many roles, from developer to chief operating officer at various leading companies, including Deloitte. Today, she’s partner and global chief information officer at McKinsey & Company, where she leads the organization’s technology transformation strategy. While her love for technology and propensity for hard work have been key to her more than 20-year career in information technology, James also credits the people who supported her and believed in her along the way for where she is today. James sat down with Executive Woman to discuss her career, the obstacles she faced, those who have advocated for her throughout her journey, and her advice for others interested in a similar path.

Executive Woman: What initially sparked your interest in technology?

Kateau James: I’ve always been drawn to problem-solving and understanding how things work. I was always the one putting things together, taking them apart, and making new things as a child. I was always naturally curious. I took my first programming class early in high school, and I really enjoyed it. The true spark came when I participated in an engineering apprenticeship program when I was 14. It was a summer program that exposed youth to the possibilities of STEM. I was placed with the US Army missile command, where I was introduced to engineering and programming. I was exposed to innovation, creativity, and building solutions that could change our world and literally change lives. So that early exposure was really transformative.

EW: How did you get your start in the industry?

KJ:  That experience at 14 actually was my start, because it helped me find my passion for software development. I would sit there in this trailer running these tests, bored crazy, turning the knob on an OTDR, an optical time domain reflectometer [used to measure aspects of fiber optic cables], and writing down numbers over and over again. I eventually figured out that if I had a PC, I could automate the collection of this data, and I worked on this project in my downtime. That moment helped solidify my interest and I worked in that program every year until I aged out.

EW: Can you offer a moment that was pivotal to your career?

KJ:  I was talking about career stuff with one of my sorority sisters, who was a partner at Deloitte, and she said, “You should talk to our global CIO for career advice.” Months later, I got a call from the executive assistant for Larry Quinlan [Deloitte’s CIO at the time], who said he was going to be speaking in Atlanta and would be happy to meet with me before the event. That meeting was a huge pivotal moment and is probably why I’m the CIO at McKinsey now. He looked at my résumé, we talked about my career aspirations, and he identified some gaps in my experience since I wanted to become a CIO. Months later, he called me back and offered me a role at Deloitte that he created, as a managing director leading the office of the CIO for global and for the US firm.

EW: Did you face obstacles as a woman in a male-dominated sector? What have you learned?

KJ: When I was with the government, there were times where the ladies bathroom was being used as a storage facility and I had to go down the street to another building to use the restroom. So there have been lots of challenges, including being the only woman and/or Black woman. I was working on one project where people were dropping like flies, and the leader of my organization asked me to be the interim project manager during the hiring search. I was happy to do it while they were looking for someone with 20 years of experience. The business sponsor called me one day and asked if I’d considered being a project manager because I was a developer. I said no, but she encouraged me, [saying] that I had the skills and that the project had been in better shape in the three months that I was leading it, so I ultimately agreed. She was a sponsor who showed up for me, because she called my leader and he ultimately chose to invest in me. Moments like this have taught me to believe the people who believe in you.

EW: How would you describe your leadership style?

KJ: I really try to lead with purpose not pressure. It’s not just about driving results. It’s really about inspiring people, creating opportunities, ensuring that everyone, especially those who have historically been left out, have a seat at the table. My leadership style has evolved over the years. It’s a combination of aspects of every great leader that I’ve had. I think my leadership style is deeply rooted in empowerment, focused on resilience, and most importantly, is fully inclusive. I believe that you really have to set a clear vision, build diverse teams, and foster an environment where innovation thrives.

EW: Can you talk about your role at McKinsey and what it entails?

KJ:  I lead the firm’s technology and digital organization by overseeing our technology strategy. That strategy focuses on empowering our colleagues around the world to enhance the way we work. The role is more than just IT infrastructure, it’s really about shaping the future of how we work and ensuring that technology is an enabler for our firm and our colleagues, and not a barrier.

EW: How does McKinsey support and advance women interested in STEM and technology?

KJ:  We have an annual Women in the Workplace report that we publish in partnership with LeanIn.org. The latest findings show that for every 100 men promoted to manager, only 87 women are promoted, and that number drops to only 58 for Black women. Some of the specific ways that we support women in technology include investing in mentorship and sponsorship programs to ensure that women, especially those from underrepresented backgrounds, have access to senior leaders who advocate for their growth and help open doors. Research shows that sponsorship is really the key driver for any career advancement, and we’re committed here at McKinsey to making sure that women in technology get that level of support. We’re also intentional about equitable hiring, promotions, and pay transparency to really ensure that the women here in technology roles are paid fairly, promoted equitably, and given leadership opportunities.

EW: What advice would you offer to others interested in pursuing a similar path?

KJ: Never stop learning, never stop advocating for yourself, and never let anyone tell you that you don’t belong. Continue to be curious, because technology is always evolving. Stay ahead, continue to learn, including by asking questions and embracing change. Build your network. I spent a lot of my career just working hard, thinking that the advancement I desired would come and not really understanding the difference between a mentor and a sponsor. It was later in my career when I realized that building your network is important. Finding mentors is great, and I collected mentors like I did shoes, but having an understanding of what real sponsorship looks like is really most important. Nobody does it alone. Take risks and let go of your fear because growth happens outside of your comfort zone. Finally, lift others as you climb. For me, true success isn’t just about my own personal achievement, but about creating opportunities for others. EW

Carlett Spike is a New Jersey-based writer and editor with work published in AARP and Prevention among other publications.