Malcolm J. Henry
A closer look at the person behind MJH Consulting. Where the work started, what it turned into, and the things away from the desk that shape how he runs a firm.
It started as a design assignment.
Atlanta, June 2019. First project out of Howard, at the Accenture Innovation Hub.
The job was visual design. Take something a team could only describe in a meeting and give it a form other people could react to. Screens, flows, the picture that makes an abstract idea arguable.
The drawing turned out to be the easy part. Every time a design went up on the wall, the conversation moved somewhere else. Who is this actually for. Which constraint is the one that matters. What gets cut when the date moves. The design questions kept resolving into product questions, and the product questions were the ones nobody in the room owned.
The interesting problem was always what the thing was for, and who got to decide.
That pull is what led to product management, and it came straight through the design work. Visual design first, then change management, then product ownership, all inside the same firm. Everything since has been a version of the same job at a larger scale. Sit close enough to the craft to know what is real, and stay close enough to the decision to make it count.
Enterprise complexity, with a real user at the end of it.
Close to a decade inside large organizations, on the problems that only exist at scale.
A first look at how large institutions actually buy and build, and how much of the outcome is decided long before anyone writes code.
Ran Agile delivery for the global relaunch of Accenture.com, one of the most visited professional services sites in the world. Directed change management for one of the largest HCM transformations in the U.S. federal space, reaching ninety thousand employees across thirty-four agencies. Served as Product Owner for a national quick-service restaurant breakfast launch. Presented XLearning at the Accenture XR Ideathon, an immersive learning prototype built around racial and ethnic equality education.
Owned the servicing product roadmap for more than six million users, and worked the product side of a consumer banking divestiture. That meant coordinating hundreds of customer communications across more than twenty-five global teams and leading the separation of customer data across roughly thirty firmwide systems.
Leads the reporting and usage-analytics domain, owning strategy, roadmap, and OKRs. Helped drive an enterprise agentic-AI admin product from concept through customer beta to launch. Specific product details stay with the employer.
Malcolm Jermaine Henry Consulting, LLC. A product consulting firm built on the conviction that the right team, assembled for the problem, changes what is possible.
The rooms he keeps showing up in.
Leadership and membership across two campuses, a set of fellowships, and one city.
Emory University, Goizueta Business School
- Goizueta Technology AssociationCo-President
- Entrepreneurship & Venture Capital ClubVP of Marketing
- Emory Consortium cohortCo-Chair of Volunteering
- Men of DistinctionEmory Consortium
- Center for Alternative InvestmentsFellow
Fellowships & networks
- The Consortium for Graduate Study in ManagementFellow, full scholarship
- Management Leaders for TomorrowProfessional Development Fellow
- Tech Square ATL Social ClubMember, Atlanta
Howard University
- Showtime Marching Band2019 Drumline Captain
- Alpha Kappa Psi, Psi Tau chapterPresident
- Phi Beta Sigma, Alpha ChapterMember
On the record.
Broadcast and print coverage, kept here in one place.
In his own words.
Video published under his own name. Nothing loads from a third party until you press play.
The part that does not fit on a resume.
Some of it explains the way he works. Some of it is just what he loves.
Howard's 2019 Drumline Captain. It is still the clearest model he has for how a team is supposed to work. Twenty people, one sound. Nobody in the line is playing the whole part, and the thing only holds together because everyone agreed on the timing before they walked out.
In January 2021 he went back, as one of only two Howard alumni invited to march with the Showtime Marching Band for the Vice Presidential escort, playing Madam Vice President Kamala Harris to the White House.
A drumline captain sets the tempo, calls the cadence, and takes the hit when the line is off. That has aged into the way he runs an engagement.
Conversational in Swahili. Picked up the way most useful things are, by needing it. Time spent in East Africa turned into teaching drum technique to kids with a pair of sticks and a table for a practice pad.
It is a small thing that sits underneath a large commitment. Building with underrepresented communities in mind, and building to uplift them, is a habit he had long before it was a line on a website.
Muay Thai and Brazilian jiu jitsu
Training that rewards patience over force. Both are long games where the person who stays calm and keeps position tends to win, which is a lesson that travels well.
Video games, anime, and a long watchlist
A steady diet of games, anime, shows, and film. It is rest, and it is also a running study in world-building, pacing, and how a story earns an audience's patience.
Swahili
Conversational, and kept up on purpose. Learning a language is a reminder of how much of understanding people is just doing the work to meet them where they are.
Behind a camera
Photography picked up on the road and never put down. It is the visual-design instinct from the first job, still running in the background.
A new dad
The newest and by some distance the largest thing on this list. It has sharpened the question he asks about every hour of work, which is whether it is worth the time it costs.
Howard and Emory
B.B.A. from Howard University, M.B.A. from Emory's Goizueta Business School as a Consortium Fellow. Service and excellence came from the first, and the language for the second.
Why any of this became a firm.
Seven years inside four large organizations produces one repeated observation. The projects that worked were the ones where the right handful of people were in the room, each brought in for the specific thing they were actually good at.
The projects that struggled were staffed. People assigned against a plan, learning the domain on the client's time, arranged around an org chart instead of around the problem.
Great products are not staffed. They are assembled.
That is the whole thesis of MJH Consulting. Companies bring the problem, and we bring in specialists bespoke to the challenge, matched to the work in front of us. Equity is built in from the first decision, and we stay in it until the work moves the business.
It is the drumline logic applied to product. One sound, made by people who each know their part, held together by somebody willing to own the tempo.
