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&lt;p&gt;&lt;strong&gt;Lucie Gildehaus&lt;/strong&gt; is a Princeton graduate with a background in psychology and history who joined L.E.K. for its collaborative culture and professional development opportunities. She now plays a leading role in the firm’s Gen AI transformation, focusing on integrating generative AI into daily consulting work and fostering innovation through cross-functional collaboration.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Hunter Reynolds&lt;/strong&gt; is a Hamilton College alum who started at L.E.K. exploring various sectors before finding his niche at the intersection of Industrials and Digital. As part of the AI Delta team, he helps clients implement practical AI solutions while also contributing to the growth and strategy of L.E.K.’s rapidly evolving Digital practice.&lt;/p&gt;&lt;p&gt;&#160;&lt;/p&gt;&lt;p&gt;&lt;strong&gt;What brought you to L.E.K., and how has your career evolved since joining?&lt;/strong&gt;&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Lucie Gildehaus:&lt;/strong&gt; I’m originally from Concord, Massachusetts, just outside of Boston. I studied psychology and history at Princeton, focusing on decision-making and behavioral economics. I was interested in consulting because it offered a great foundation across different industries and functions—and I really valued the opportunity to learn from strong mentors early in my career. L.E.K. stood out to me for its collaborative culture, emphasis on professional development, and the home-office model, which helps build lasting relationships within your local office.&lt;/p&gt;&lt;p&gt;I joined L.E.K. as a generalist but quickly found myself gravitating toward digital initiatives. I’d always been curious about AI and its real-world applications, so when the internal Gen AI transformation project launched, I expressed interest and got involved from the very beginning. That experience has been one of the most rewarding aspects of my career so far.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Hunter Reynolds:&lt;/strong&gt; I’m from Natick, Massachusetts, not far from L.E.K.&#39;s Boston office. After graduating from Hamilton College in 2019, I joined L.E.K. primarily because of the firm’s focus on strategy work and the home-office model. I liked the idea of high-impact projects without being constantly on the road.&lt;/p&gt;&lt;p&gt;Early on, I worked across several industries—consumer, pharma, healthcare, and industrials. I eventually dedicated to the Industrials sector before shifting toward Digital. That transition started informally, and over time, I made a full move into the Digital team. I’ve found that sweet spot at the intersection of industrials and digital transformation—whether that’s helping a client refine their data strategy or exploring how AI can be used to optimize operations.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;How are you involved in L.E.K.’s digital and AI-focused initiatives?&lt;/strong&gt;&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Lucie Gildehaus:&lt;/strong&gt; I’m a member of the Gen AI transformation team, which is focused on embedding generative AI tools across L.E.K. Through initiatives like playbook development, we’re helping consultants leverage AI in practical, day-to-day ways. Our playbooks are essentially step-by-step guides, covering everything from how to refine proposals using Gen AI to summarizing large datasets to drafting emails more effectively.&lt;/p&gt;&lt;p&gt;I’ve also helped lead our AI ambassador program, which recruits enthusiastic team members from across sectors and regions to act as change agents. They provide feedback, test tools, and encourage adoption within their teams. It’s been incredibly inspiring to watch ideas we’ve developed go from concept to wide-scale implementation.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Hunter Reynolds: &lt;/strong&gt;I’m part of the AI Delta team within the Digital practice. Our focus is outward-facing—we’re helping clients explore and implement AI solutions that make sense for their specific industries. One of the most impactful tools we’ve developed is a library of AI use cases by sector. For example, in Industrials, that might include predictive maintenance, dynamic pricing, and logistics optimization. These resources help kickstart strategic conversations with clients, especially those who know AI is important but aren’t sure where to start.&lt;/p&gt;&lt;p&gt;What I love is that we’re not just theorizing—we’re helping clients understand how to apply AI in tangible ways that can transform their businesses. And because the Digital team is growing quickly, I get to play a part in building the IP, shaping the go-to-market strategy, and even influencing internal operations.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;What’s the culture like on the Digital and AI teams? How do you foster collaboration and creativity?&lt;/strong&gt;&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Lucie Gildehaus: &lt;/strong&gt;Creativity on our team stems from collaboration. We’ve organized ourselves into workstreams—such as playbook writing, tool evaluation, and change management—and each team member brings unique expertise. We meet regularly to exchange ideas and workshop solutions. For example, if I’m building a use case for proposal development, I might collaborate with someone in tool exploration to ensure we’re recommending the best AI platforms.&lt;/p&gt;&lt;p&gt;What makes the Gen AI team different from traditional case teams is the cross-functional learning. We’re not just solving one client’s problem—we’re transforming how the entire firm operates. That broader mission creates an energizing environment, and it’s been exciting to be part of something so future-focused.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Hunter Reynolds: &lt;/strong&gt;The Digital team feels like a startup within the firm. It’s a flat, highly collaborative structure. Our team chat includes everyone from associates to managing directors, and the conversation is constant—sharing resources, brainstorming approaches, and coordinating initiatives.&lt;/p&gt;&lt;p&gt;Because the team is still scaling, everyone has a chance to wear multiple hats. I’ve been involved in client delivery, solution development, business development, and strategy. We also get to join leadership planning meetings, which gives us visibility into how the practice is evolving and where we’re heading next. That sense of inclusion really fuels innovation—it’s not just about delivering on projects, it’s about shaping the future of the team.&lt;/p&gt;&lt;p&gt;&#160;&lt;/p&gt;&lt;p&gt;&lt;strong&gt;How is L.E.K. supporting your personal growth and work-life balance?&lt;/strong&gt;&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Lucie Gildehaus: &lt;/strong&gt;One thing I’ve really appreciated is L.E.K.’s openness to exploring new interests. I didn’t come in as an AI expert, but I was encouraged to learn, contribute, and eventually take on a leadership role within the Gen AI initiative. That kind of support—from staffing coordinators to project leads—has made a big difference.&lt;/p&gt;&lt;p&gt;And while consulting is naturally fast-paced, the firm has invested in tools and processes to make things more efficient. AI is part of that: it’s not just helping clients, it’s helping us do our jobs better. I use Gen AI to polish communications, synthesize research, and reduce time spent on repetitive tasks. That gives me more headspace for the strategic and creative parts of the role.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Hunter Reynolds: &lt;/strong&gt;L.E.K. has done a great job supporting both my professional development and personal life. For example, I’ve taken rotations outside of client work—building internal IP and contributing to our Learning &amp;amp; Development team. I also took a two-month sabbatical last summer, which let me travel and recharge with my wife, who’s a teacher.&lt;/p&gt;&lt;p&gt;Most recently, I joined the TAPP (Temporary Adjustment Program for Parents) after the birth of our first child. The program has given me flexibility to work a reduced, more predictable schedule—usually around 9 to 5. That’s made a huge difference as a new parent. I’m still contributing to meaningful work, but with the space to be present at home.&lt;/p&gt;

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