With deep experience bridging operations and digital strategy, Kristi Lecher at PCI Pharma Services reflects on how AI can drive smarter, more responsible decision-making – when built on trust, inclusion and sound governance.
ICT: Your background spans operations, supply chain and now digital innovation. What perspectives from your earlier roles most influence how you approach artificial intelligence (AI) and data strategy today?
Kristi Lecher (KL): My background in operations and supply chain taught me that data, while abundant, only becomes valuable when it is translated into clear, actionable insights that drive real business outcomes. In those roles, I saw firsthand how fragmented systems and manual processes slow down decision-making. Today, that lived experience informs my approach to AI, tech and innovation helping me to prioritise integration, governance and user enablement. I focus on building platforms that not only deliver insights but also empower teams to act confidently and compliantly; among other factors, I do this because such tools are the force multipliers I wish I’d had when I held similar roles. For me, AI and digitisation are not just about automating tasks; they’re about enhancing human judgment and ensuring that data is both accessible and trustworthy, so teams can make informed decisions that move the business forward.
ICT: Digital transformation in pharma often focuses on efficiency, but your work seems equally about empowerment. How do you ensure that technology supports people rather than replacing their expertise?
KL: Empowerment is at the heart of our digital strategy, guiding decisions we make about technology adoption and implementation. Rather than aiming to replace human talents and expertise, we focus on designing digital tools that actively support the user population. We involve users early in design, using customer success models and sprint planning to ensure solutions reflect real-world needs, and we ensure that the features are not only exciting but practical.
Our mindset is that technology should elevate people’s contributions rather than diminish them. When users recognise themselves and their needs in the solutions we provide, adoption becomes a natural outcome. Ultimately, our goal is to help teams see digital tools as enablers that empower them to excel, adapt and succeed in a rapidly evolving environment.
ICT: Many women in pharma talk about finding their voice in meetings dominated by technical jargon. How do you use communication and storytelling to make digital transformation relatable and accessible across functions?
KL: I find that the key is translating technology needs into tangible business impact, drawing on my experience outside traditional IT roles. Rather than getting caught up in technical jargon, I focus on clearly communicating the business problems we aim to solve and how our digital tools, features, data and AI can improve client relationships and drive positive outcomes. I don’t claim to be an expert in every technical area; instead, I collaborate closely with those who are, ensuring their expertise is leveraged effectively. When it’s time to bring various elements together during team meetings, I encourage open questions and try to find relatable analogies to understand the concepts.
I actively seek to include other non-technical team members in the discussions, believing that transformation succeeds when people feel informed and empowered, not intimidated. Of course, ongoing education is another pivotal element, post meetings, I often find myself learning more about the context of various agenda items, as well as the meaning of unfamiliar technical terms. That helps avoid getting lost in the ‘acronym alphabet soup’ that, I’m sure, everyone experiences from time to time.
ICT: With your focus on collaboration and co-creation, what excites you most about how women leaders are influencing the direction of digital innovation in pharma?
KL: Women leaders are reshaping digital innovation by prioritising empathy, collaboration and inclusion. I see women actively advocating for ethical AI practices and championing the development of platforms that are designed to meet the needs of a wide range of users, ensuring that technology serves everyone fairly.
This influence means digital transformation is not only about efficiency and progress, but also equity and accessibility. I am continually inspired by women who combine deep technical expertise with emotional intelligence, fostering environments where creativity and trust thrive. It’s encouraging to see more women participating in key decision-making spaces, and I’ve personally witnessed a positive uptick in representation and impact over the past few years.
ICT: What misconceptions about AI or digital platforms do you wish more people in the industry understood?
KL: A common misconception is that AI is a plug-and-play solution that delivers instant results. In reality, effective AI requires strong data foundations, robust governance and user trust across the organisation. Another unfair generalisation is that AI will replace jobs. While this may be the case sometimes, far more often AI reshapes organisations rather than replaces personnel.
AI excels at automating repetitive, tactical tasks and providing timely, relevant insights, however it’s our expert team members who interpret those insights and make critical decisions and take action. This allows skilled professionals to focus on contextualising outputs for the business, rather than being replaced. AI should be seen as a powerful tool that augments human expertise, not as a standalone strategy. The true value of AI comes from thoughtful, pragmatic implementation that considers both technical and human factors. Success depends on integrating AI in ways that empower teams, enhance judgment and support informed decision-making.
ICT: As someone at the crossroads of pharma, data and AI, how do you balance innovation with ethical responsibility, especially when managing sensitive trial or patient-related data?
KL: Ethical responsibility is absolutely non-negotiable; it is demanded by company culture, the pharmaceutical industry, regulatory bodies and clients. Innovation without integrity isn’t sustainable. With that in mind, we embed compliance and ethical standards into every aspect of our work, from initial concept through implementation. This means involving cross-functional teams in governance decisions, so that diverse perspectives help ensure ethical considerations are addressed at every stage. If a new feature or business idea cannot be implemented in a safe, compliant and controlled manner, we do not move forward with it. In the end, I believe it is far better to explain our conservative approach to a user or client than risk unintended consequences. Ultimately, our commitment to ethics protects our business and our clients.
ICT: You lead a globally diverse team working across data, digital and AI. What strategies have helped you foster creativity and inclusion in a technical environment that has historically been male-dominated?
KL: Among other values, I prioritise psychological safety and the inclusion of diverse voices as foundational elements of our team culture. Within our globally distributed team, we actively foster an environment where everyone feels comfortable sharing ideas and perspectives. We achieve this by implementing inclusive sprint planning, maintaining open feedback loops and encouraging professional growth.
Additionally, we make a conscious effort to learn about and celebrate the cultural events and traditions of our teammates around the world, which helps build mutual respect and understanding. By valuing each individual’s background and contributions, we create a space where creativity and innovation can thrive. When people feel safe and supported, they are more likely to lend their voice and perspective to the conversations regardless of gender, skill set or experience level. This approach not only strengthens our team but also drives better outcomes for our organisation.
ICT: Finally, if you could give one piece of advice to women starting out in pharma or tech who want to make an impact through digital transformation, what would it be?
KL: Own your voice and your value. You don’t need to be the loudest in the room, just one of the clearest. Your authenticity and clarity will always resonate. Take the initiative to learn the business, because a strong business acumen is very hard to dismiss. Ask questions and don’t wait for permission to lead; leadership can start with curiousity and initiative at any level.
Digital transformation thrives on diverse perspectives, so view your unique background and lived experience as strengths that enrich your team and the solutions you help create. Seek out mentors and actively build your network, especially with those whose skills complement your own. Collaboration drives innovation. Remember, transformation always begins with people – so foster empathy, inclusion and open communication. Be proactive in developing both technical and interpersonal skills. Staying adaptable and open to learning will help you make a meaningful impact in pharma or tech.
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