By Tharani Sambu, Content Writer ,
Consulting is evolving rapidly as businesses navigate artificial intelligence, digital transformation, changing customer expectations and increasingly complex strategic challenges. At the center of this evolution are experienced women leaders who are shaping how organizations respond to these changes.
From life sciences and healthcare to human capital, strategy, technology and AI, these leaders have built careers that span multiple industries, functions and leadership responsibilities. Their journeys show how consulting careers can evolve over decades — from early professional roles to senior positions involving global practices, major clients and organizational transformation.
Five leaders stand out for the breadth of their experience: Maryalice DeCamp of EY, Heather Stockton of Deloitte, Sherina Ebrahim of McKinsey & Company, Amanda Luther of Boston Consulting Group (BCG), and Natasha Taylor of BCG. Their career paths are different, but each reflects an important aspect of modern consulting. From DeCamp's early career at IBM to her leadership in life sciences consulting, Stockton's progression through human capital and global consulting, Ebrahim's decades of strategy and M&A experience, Luther's leadership in AI and digital transformation, and Taylor's focus on healthcare and digital innovation, their stories highlight how consulting leadership continues to evolve. This article explores where their careers began, how their roles changed over the years, and what they are leading today in 2026.
Maryalice DeCamp's career began long before her current leadership position at EY. According to her LinkedIn experience, she began her professional career at IBM in June 1980, where she worked as an Industry Consultant until July 1993. During her 13 years at IBM, she served in pharmaceutical consulting and sales management roles with IBM Corporation and IBM Global Services.
In September 1993, DeCamp moved to Computer Sciences Corporation (CSC), now associated with DXC Technology, where she served as Partner until January 2005. She spent more than 11 years with CSC's commercial consulting and outsourcing divisions, serving as Partner and Financial Services Practice Director for the Mid-Atlantic region.
In January 2005, she moved to Jefferson Wells as Mid Atlantic Managing Director, a role she held until June 2011. Her responsibilities included regional P&L ownership, hiring and developing directors, sales and operations, and serving Fortune 500 clients across internal audit, tax, finance and accounting, and technology risk management.
DeCamp then moved into an executive risk-management position. In July 2011, she joined W. P. Carey Inc. as Chief Audit Executive, remaining in the position until November 2011. She launched and implemented an Enterprise Risk Management Program and worked with business units on risk, compliance and internal controls.
In August 2012, she joined EMC as Client Solutions Director, where she worked on the end-to-end consulting offering across areas including business-process optimization, information management, governance, risk, compliance, data management, cloud strategy and business continuity. She held the role until December 2012.
Her next move marked the beginning of her long-term EY leadership journey. In January 2013, DeCamp joined EY as Director, EY Global Life Sciences. She remained in that position until July 2019, coordinating EY's global life sciences relationships with major biotechnology, medical-device and pharmaceutical companies.
In July 2019, she progressed to Managing Director at EY, a position she continues to hold today. EY currently describes DeCamp as a Managing Director focused on management consulting and life sciences, with more than three decades of global client-service experience. In 2026, she continues her leadership in management consulting and life sciences, advising clients on complex business initiatives and transformation.
Her work also extends beyond client engagements into mentorship, entrepreneurship and leadership.
“I am deeply committed to mentorship and entrepreneurship. My focus is on aligning purpose with action not only for entrepreneurial ventures, but more importantly, for the individuals driving them. It is my privilege to mentor professionals in the Boston area, guiding them to realize their full potential.” — Maryalice DeCamp, Managing Director, EY
Her journey demonstrates how consulting careers can evolve across industries and functions, with experience in technology, financial services, risk, M&A, life sciences and business transformation eventually converging into senior consulting leadership.
Heather Stockton's career at Deloitte demonstrates a progression through human capital, workforce strategy, consulting leadership and broader global business responsibilities.
According to her LinkedIn experience, Stockton began her Deloitte journey in June 2010 as Canadian Human Capital Leader. She continued in this responsibility until 2018.
In January 2011, she also became Canadian Director, a position she held until 2018. During this period, she took on additional leadership responsibilities, including Chair of the Succession Committee from June 2011 to May 2014.
Her responsibilities continued to expand. From June 2016 to June 2017, she served as Global Future of Work Leader, reflecting her growing focus on workforce transformation and the changing nature of work. In 2018, Stockton became Global Human Capital Leader, a role she held until June 2019. During June 2018 to June 2019, she also served as Chair of the Talent and Leadership Development & Reward Committee.
In June 2019, she moved into another major global responsibility as Global Offerings & Assets Leader, a position she held until June 2023. Her leadership expanded further in December 2020, when she became Canadian Vice Chair, a position she held until June 2023. In June 2023, Stockton moved into the role of Global Leader | Consulting. She held that position until June 2024. She then became Global Leader | Consultative Business in June 2024, remaining in that role until May 2026.
In May 2026, Stockton moved into her current position as Vice Chair & Executive Advisor at Deloitte. Her current Deloitte profile describes her as a leader of Global Consulting Services, overseeing the Technology & Transformation business, including Technology, Engineering, AI, Cyber, Customer and Human Capital.
“Jobs will change, and new jobs will be created, bringing significant opportunity (and responsibility) for humanity. The future is human-led, and tech-enabled.” — Heather Stockton, Deloitte
Stockton's career demonstrates that technology transformation is not only about systems and platforms. It increasingly involves workforce strategy, leadership, organizational design, reskilling and preparing employees for new ways of working.
Sherina Ebrahim has built one of the longest consulting careers among the five leaders featured here.
According to her LinkedIn profile, Ebrahim joined McKinsey & Company in August 1995 as Senior Partner, and she continues to hold that position today. Her profile describes more than three decades of work advising North American clients across consumer goods and medical devices.
Since joining McKinsey, she has advised clients on category and global strategies, sales-force transformation, operational improvement, go-to-market strategies, enterprise agility, and organizational design and effectiveness.
Her work has also frequently involved post-merger integration, making M&A an important part of her consulting experience. Her responsibilities extend beyond individual client engagements. She has served on McKinsey's Shareholders Council, which functions as the firm's board of directors, and has chaired its Risk, Audit and Governance Committee. McKinsey currently lists her as a Senior Partner in New Jersey.
As a senior partner, Ebrahim has helped clients identify and implement global revenue-management opportunities, develop business transformation strategies, reorganize medical-device businesses and design growth strategies spanning brand repositioning, product innovation and integrated go-to-market plans.
“People in agile organizations aren't driven by their functions but rather are incented on the purpose, the mission, which is very clearly tied to the value creation of the company.” — Sherina Ebrahim, Senior Partner, McKinsey & Company
In 2026, Ebrahim continues as Senior Partner at McKinsey & Company, bringing more than three decades of consulting experience to strategy, transformation, organizational effectiveness and post-merger integration.
Her career demonstrates how a consulting professional can build deep expertise while taking on increasingly senior responsibilities in strategy, transformation, organizational effectiveness and corporate governance.
Amanda Luther's career reflects the rapid transformation of consulting from traditional digital work toward AI strategy, implementation and enterprise transformation.
Her LinkedIn experience shows that she first joined Boston Consulting Group as an Associate in August 2007, remaining in that role until July 2009.
After a gap in the publicly displayed LinkedIn experience timeline, Luther returned to BCG in October 2011 as Managing Director and Partner. She remained in that role until June 2025.
In June 2025, she progressed to Managing Director and Senior Partner at BCG, her current position. Her current LinkedIn profile states that she focuses on AI strategy and implementation, co-founded and leads BCG's Austin office, and leads the AI and Digital Transformation practice globally.
In 2026, Luther continues to lead BCG's AI and Digital Transformation practice globally while leading the firm's Austin office. BCG identifies her as the global leader for AI and Digital Transformation and as a North America AI and Functional Practice Area team leader. Her work focuses on AI strategy and implementation across industries, while she is also a core member of BCG's Retail, Restaurant, Technology and Public Sector practice areas.
“Three-quarters of companies have yet to unlock value from AI. Without decisive action, they risk falling significantly behind. This research reaffirms our long-held belief that when companies undertake digital or AI transformations, they need to focus two-thirds of their effort and resources on people-related capabilities, and the other third or so split between technology and algorithms.” — Amanda Luther, Managing Director & Senior Partner, BCG
Her work reflects a major change in consulting. Businesses are increasingly moving beyond AI experimentation and asking how AI can be implemented at scale and translated into measurable business value.
That requires consultants to work across strategy, technology, data, operating models, workforce capabilities and change management. Luther's current leadership sits directly at this intersection.
Natasha Taylor's career combines healthcare consulting, transformation, M&A, digital innovation and AI.
Her LinkedIn timeline shows that she began her professional career at the Advisory Board Company as Senior Analyst from 2006 to 2009.
In July 2011, Taylor joined Boston Consulting Group as Project Leader. She remained in that role until April 2015.
In April 2015, she progressed to Principal at BCG, a position she continues to hold alongside her later leadership responsibilities.
In July 2019, Taylor became Managing Director and Partner at BCG, a role she continues to hold. In January 2022, she additionally took on the responsibility of leading BCG's Denver office. Her LinkedIn profile describes her as a Managing Director and Partner and Denver Office Lead.
In 2026, Taylor continues as a senior BCG leader, focusing on healthcare transformation, digital innovation, M&A and the application of AI to improve how organizations operate. BCG identifies Taylor as a leader in its Health Care practice, with a focus on payer/provider topics, clinical and operating-model transformation, payer/provider integration and partnerships, and digital innovation.
“Generative AI, more than AI broadly, has had the biggest impact on how I work with my teams and how we can be more effective in partnering with clients. It has made my teams spend more time on the things that really matter: thinking through the toughest problems clients face, getting to the detail and nuance more quickly, and spending less time on administrative tasks.” — Natasha Taylor, Managing Director & Partner, BCG
Taylor's career shows how deep industry expertise can develop into broader consulting leadership, connecting healthcare strategy with M&A, digital transformation and artificial intelligence.
The five career journeys show five different dimensions of modern consulting.
Although their areas of expertise are different, their careers reveal a common pattern consulting leadership develops through continuous expansion of responsibilities.
A consultant may begin with a specialized role, develop industry expertise, take on client leadership, move into practice leadership and eventually assume responsibility for offices, global practices, people or entire areas of transformation.
The timelines also show that today's senior consulting roles are increasingly multidisciplinary. AI cannot be separated from people and organizational change. M&A cannot be separated from integration and culture. Healthcare strategy increasingly overlaps with technology and digital transformation. And technology consulting increasingly requires an understanding of workforce and leadership issues.
This is changing what clients expect from consultants.
A company implementing AI may need technology advice, workforce planning, operating-model redesign and change management. A business completing an acquisition may need strategy, integration planning, cultural transformation and organizational redesign. A healthcare company pursuing growth may need M&A expertise alongside digital innovation.
The careers of these five women demonstrate that modern consulting is moving beyond simply producing strategic recommendations. Increasingly, consultants are expected to help organizations implement change, build capabilities, manage transformation and create measurable business value.
The growing visibility of women in senior consulting positions is significant for the profession itself.
The careers of DeCamp, Stockton, Ebrahim, Luther and Taylor show different pathways into leadership. Some began in technology and consulting, some developed deep industry specialization, while others built expertise in human capital, healthcare, strategy or digital transformation.
Their stories also demonstrate that reaching senior leadership does not mean stopping career development. Each has continued to take on new responsibilities as the consulting industry has changed.
From DeCamp's move from IBM and risk management into life sciences consulting leadership, to Stockton's progression from human capital into global consulting and executive advisory, Ebrahim's long-term strategy and M&A work, Luther's leadership in AI transformation, and Taylor's combination of healthcare and AI, their careers reflect the changing demands of the consulting profession.
As AI adoption accelerates and businesses face increasingly complicated strategic decisions, the ability to connect strategy, technology, people and execution will become even more important.
The stories of these five women therefore offer more than individual career achievements. They provide a picture of how consulting itself is evolving — and how women leaders are helping shape its next chapter.
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