Artificial intelligence is rapidly reshaping the operations of the Big Four consulting firms, with leaders from EY, PwC, and KPMG increasingly integrating AI into their daily workflows. Recent interviews reveal that executives are leveraging these tools for tasks ranging from strategic planning and market research to creative visualization and operational efficiency. Errol Gardner, global vice chair of consulting at EY, relies on AI to generate ultra-fast briefings for client meetings. By prompting AI tools to research specific industries and client contexts, Gardner can prepare for high-level interactions in minutes rather than the weeks required by traditional research teams. This capability allows him to engage more substantively with clients, having immediate insights into market issues and strategic goals. Matt Wood, PwC's chief technology and innovation officer, has evolved from using AI as a brainstorming partner to deploying several dozen personal agents to simulate outcomes. These agents test various strategic approaches and predict potential pitfalls before execution. Wood uses them to anticipate stakeholder reactions to emails or to evaluate complex technical specifications, creating a net new capability for proactive problem-solving. Sam Gloede, KPMG's Trusted AI leader, focuses on deep mastery of the technology to ensure ethical and controlled implementation. She utilizes automation for scheduling and communication, while her preferred tool, a deep research agent, helps her explore specific markets and topics in detail. Looking ahead, Gloede notes that agentic AI will become more collaborative, learning user preferences to deliver personalized outcomes that enable sophisticated work at a larger scale. Joe Voyles, an AI and emerging technology partner at PwC, describes AI as a second brain for organizing his thoughts and ideas. He highlights a significant workflow shift where non-technical partners are using coding assistants to perform financial diligence, replacing manual spreadsheet entry with automated, code-driven analysis. Voyles sees this as an eye-opening moment that fundamentally changes how professionals approach their tasks. Dan Diasio, EY's global consulting AI leader, employs a suite of agents to monitor news and pressure-test business strategies. These tools identify gaps in strategy and highlight new opportunities for investment or market entry. Diasio reviews these insights weekly, treating strategy as a continuous process rather than a finished product. Rob Fisher, KPMG's global head of advisory, uses AI as a turbocharger to quickly master unfamiliar sectors and decode industry jargon. This allows him to lead confidently across diverse business units. Fisher also demonstrated the creative potential of AI, using it to generate whimsical visuals, such as dolphins swimming together, to illustrate how tax and advisory divisions can collaborate. Collectively, these leaders illustrate that AI is no longer just a futuristic concept but a practical daily tool that enhances speed, depth of insight, and creativity within the consulting industry. The integration of AI is moving beyond simple automation to become a core component of strategic decision-making and leadership effectiveness.