Martin helps primarily high-tech, software, and financial services companies implement digitally enabled business models and improve product development. With his support, companies that were born digital and those still making the transition can seize opportunities and execute decisively in rapidly changing markets.
Recognizing that digital technology is fundamentally changing how companies operate, interact with customers, and develop products and services, Martin has helped clients discover new business opportunities. He has partnered closely with executives to mine customer insights from social and digital platforms, improve software development, get more out of technology investments, and design innovative customer engagements. All these efforts have led to greater operational efficiencies and stronger revenue growth.
Recent examples of his work include the following:
- leading a transformation of a product and R&D organization for a “top three” software company with close to 10,000 engineers, which included shifting to a new product management model, improving engineering practices and tools to drive quality, and using analytics to make better decisions
- developing the product strategy for a leading cloud infrastructure and platform company, which changed its direction along with a multibillion-dollar investment
- establishing a capability-building program for product management at a global tech firm. The program has been running for more than two years and changed the way the firms think about customers all the way to product strategy
- leading the design and implementation of an end-to-end product and technology operating model for a leading fintech company, which included location, organization, planning, product development process, role definition, and ways of working, and resulted in a performance improvement of approximately $500 million
In addition to his hands-on advisory experience, Martin tracks developments in digital technology to derive practical insights for business leaders. He seeks to identify the business implications of digital and social media for C-suite executives and explores these topics in many of his publications.
Before joining McKinsey, Martin studied computer science and engineering at MIT, and had internship opportunities at a global technology company and a technology-focused professional services firm. He also served in the Swedish Armed Forces, where he was honored as Soldier of the Year.
Published work
“How an AI-enabled software product development life cycle will fuel innovation,” McKinsey & Company, February 2025
“From engines to algorithms: Gen AI in automotive software development,” McKinsey & Company, January 2025
“The gen AI skills revolution: Rethinking your talent strategy,” McKinsey & Company, August 2024
“How generative AI could accelerate software product time to market,” McKinsey & Company, May 2024
“The growing importance of software product marketing managers,” McKinsey & Company, May 2024
“The bottom-line benefit of the product operating model,” McKinsey & Company, December 2023
“Yes, you can measure software developer productivity,” McKinsey & Company, August 2023
“Unleashing developer productivity with generative AI,” McKinsey & Company, June 2023
“What separates top product managers from the rest of the pack,” McKinsey & Company, January 2023
“Responsible product management: The critical tech challenge,” McKinsey & Company, March 2022
“Moving beyond agile to become a software innovator,” McKinsey & Company, September 2021
“A new management science for technology delivery,” McKinsey & Company, February 2020
“Applying artificial intelligence for social good,” McKinsey Global Institute, November 2018
“The product management talent dilemma,” McKinsey & Company, November 2018
“Advanced social technologies and the future of collaboration,” McKinsey Global Institute, July 2017
“Product managers for the digital world,” McKinsey & Company, May 2017
“An executives guide to software development,” McKinsey & Company, February 2017
“The evolution of social technologies,” McKinsey Quarterly, June 2016
“How social tools can reshape the organization,” McKinsey Global Institute, May 2016
“Organizing for digital acceleration: Making a two-speed IT operating model work,” McKinsey & Company, October 2015
“Transforming the business through social tools,” McKinsey & Company, January 2015
“Getting the CMO and CIO to work as partners,” McKinsey & Company, August 2014
“The strength of ‘weak signals,” McKinsey Quarterly, February 2014
“Les médias sociaux stratégiques,” Les Affaires, November 2013
“How not to unwittingly reveal company secrets,” Harvard Business Review, December 2012
“How to find new competitive knowledge in social media,” Harvard Business Review, December 2012
“How ‘social intelligence’ can guide decisions,” McKinsey Quarterly, November 2012
Education
Massachusetts Institute of Technology
BS, computer science and engineering