Leveling Up: How One M&A Leader is Strategically Advancing His Career
Q&A with Harry Phillips
Harry Phillips, a New York–based M&A Director at KPMG, brings a decade of experience in dealmaking across energy, natural resources, and chemicals. With a strong track record leading due diligence, Day One readiness, and post-merger integrations — including multi-billion-dollar transactions for publicly traded and private equity-backed firms — Harry has played a key role in shaping strategic outcomes for Fortune 500 companies. As he sets his sights on advancing from director to managing director, he is deepening his expertise in corporate strategy to broaden his impact and sharpen his edge. Determined to gain a more holistic view of the M&A lifecycle, he enrolled in the M&A and Corporate Strategy program.
To better understand how the program supported his leadership journey, we asked Harry a few questions.
What motivated you to join the Mergers and Acquisitions and Corporate Strategy program?
I have been an M&A practitioner who has learned on the job primarily, so I wanted to network with other practitioners that perhaps look at M&A from different lenses. Investment banking in particular—the front end of a deal—is a part that I had not had as much exposure to. Knowing that Donna is an ex-investment banker and lawyer, I think that was a selling point. Columbia’s brand also played a role. I knew it would attract a good cohort of people. I was very impressed with the classmates that it attracted.
How was your overall experience with the program?
My experience was very, very good. For a short four-day class, the content was excellent. Donna Hitscherich clearly can teach this course in her sleep, but also was playing off of the needs that different attendees presented to her. Her malleability and knowledge, expertise, and being self-service really came across.
Was there anything about the program that surprised you?
I thought the new building was pretty impressive. That surprised me for sure.
One key factor that put me in doubt about whether to sign up is that I work in heavy industry. New York City is not necessarily a hotbed for energy, mining, chemicals, and industrials. But I was pleasantly surprised that there was plenty to go around on that front, both in terms of attendees and practitioners who came to visit us.
What were some of your key takeaways from the program?
The program made me realize how much I still have to learn.
One takeaway was seeing how aggressively private equity firms pursue EBITDA returns. Another was understanding the importance of having a strong Day One communication plan—how it can shape the market’s reaction and ultimately influence the deal’s success. We always hear about how much ‘dry powder’ private equity firms have, but seeing the numbers put that into perspective. We also explored why certain investments aren’t going through right now, particularly due to valuation gaps.
As a whole, the takeaways have given me a more holistic and strategic perspective on what I do and the industry that I play in.
Who would you recommend the M&A and Corporate Strategy program to?
I took the course because I’m working towards a promotion from director to managing director. That transition requires a stronger strategic perspective on markets. Even as an entry-level or young managing director, I think getting grounded on a more holistic view of the M&A lifecycle is foundational.
For anyone in a similar position—or for new managing directors—this program offers a solid foundation.
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