L.E.K. Consulting Senior Consultant Interview: Complete Guide

Prompt: A mid-market PE fund is evaluating a $420M investment in a specialty-pharma company with a single on-market product (orphan indication, ~$180M annual revenue) and a three-drug pipeline. They've asked for a Commercial Due Diligence in four weeks. Would you recommend they proceed?

How to structure: L.E.K.'s bread-and-butter: Commercial Due Diligence on a biopharma commercial target. Structure around (1) on-market asset — payer coverage, physician uptake curve, payer pushback, generic/biosimilar timeline, peak-sales forecast; (2) pipeline — phase of each program, market size, probability of technical success, competitive density; (3) deal economics — multiple vs comparable specialty-pharma deals, exit path, IRR sensitivity to pipeline outcomes. Recommend with a go/no-go AND a price — saying 'proceed at $340M not $420M' is a legitimate CDD answer.

What a strong answer sounds like: A strong answer applies the L.E.K. Value Creation Lens explicitly — separates asset-based value (current revenue, defendability) from growth-based value (pipeline, expansion indications, international) — and quantifies each independently. It grounds the pipeline in probability-weighted realistic outcomes, not point estimates. It ends with a price the fund should actually pay, backed by a multiple-of-EBITDA or multiple-of-peak-sales heuristic.

Common weakness: Mediocre answers treat the CDD as a generic strategy case and skip the probability-weighting on the pipeline, producing an 'expected pipeline revenue = $800M' number that a PE IC would immediately discount. They also miss payer-access dynamics — orphan drugs face very different payer pushback than chronic-care drugs, and L.E.K. interviewers probe this specifically.

Source: https://www.lek.com/what-we-do/strategy-services/m-a-and-private-capital/commercial-due-diligence

Prompt: A PE-backed specialty distributor (industrial safety products, $280M revenue, 22% EBITDA margins, owned 3 years) is deciding between three growth paths: tuck-in M&A, geographic expansion into Canada, or a direct-to-end-user digital channel. The sponsor wants a recommendation ahead of Q3 strategy review. How would you approach this?

How to structure: PE-backed growth strategy diagnostic. Structure around (1) current-business diagnostic — which segments grow fastest, where is margin concentrated, what's the customer stickiness profile?; (2) growth-path evaluation — size each opportunity, capex / capability requirement, time to material revenue, integration risk; (3) L.E.K. Value Creation Lens — which path best moves the EBITDA multiple at exit (not just absolute EBITDA)? Market entry assessment logic applies for the Canada option; tuck-in M&A requires a target-universe screen.

What a strong answer sounds like: A strong candidate treats this as a PE-backed growth strategy diagnostic and explicitly asks about the fund's exit timeline (2-year hold vs 4-year hold changes the ranking). They apply L.E.K.'s Value Creation Lens logic — which growth path moves the exit multiple most, not just which has the highest NPV — and quantify at least one path's incremental EBITDA before synthesising.

Common weakness: Weak answers rank the three options on standalone NPV without considering exit-multiple impact or time-to-exit, which is backwards for PE-backed growth cases. They also miss the integration-risk dimension on tuck-in M&A — a PE sponsor with limited hold time will often reject tuck-ins that delay exit readiness.