Meet Jessica Kosmowski

Principal, M&A Consultative Services, Deloitte Consulting LLP

Jessica is a principal with Deloitte Consulting LLP’s Federal Practice and leads the Federal Strategy and Operations service area. She focuses on strategic transformation and innovative solutions for federal agencies. Jessica has over 15 years of experience helping clients improve revenue synergies and protect their customer and partner experiences and has led several complex, high-impact global merger integrations, divestitures and strategic transformation projects. Jessica is a frequent contributor to thought leadership in both M&A and growth strategy and has multiple whitepapers and delivered numerous speaking engagements in this space.

Jessica most recently led the Customer, Markets and Products M&A service offering for Deloitte’s Mergers and Acquisitions (M&A) practice and served as the Chief Marketing Officer (CMO) for Deloitte’s Strategy & Operations practice. As the CMO, she led our marketing efforts, which included brand, eminence, innovation and strategy execution.

Jessica specializes in Global Mergers & Acquisitions Integration, Divestiture, Strategic Transformation and Growth Strategy.

My areas of specialization

Industry focus


  • Bachelor of Science, Cum Laude, University of Minnesota
  • Masters of Business Administration, Magna Cum Laude, University of Texas, Austin

Latest thinking

Business Trends 2013
Strategy & Operation's inaugural trends report takes a closer look at eight emerging forces that are influencing how organizations’ think about their strategy. Take this opportunity to energize your strategic planning activities by exploring new ways of thinking about some of today's business trends.

Growth through M&A
Mergers and acquisitions can be a potent path to growth. Yet implementation complexities and the lure of immediate cost synergies often take precedence over formulating, isolating and tracking revenue metrics and growth efforts. Cost reduction goals can even conflict with revenue growth opportunities. An analysis of 100 deals with growth as the stated goal suggests a set of priorities that can produce better outcomes.

Proudest career moments

One of my proudest career moments was working with a bank at the beginning of 2009 as they prepared to receive and operate a number of failing banks as a result of the financial crisis. A hallmark of these types of deals is that neither the acquirer nor the target knows the deal is going to happen until hours before it is finalized. This accelerated timeframe calls for quick and decisive actions with the customer base, in particular with a customer base that has lost its trust in its institution. Having a proactive customer playbook that can be tightly run by the acquirer is key to retaining as many customers as possible, and to easing the worries of the employees. Our team helped this bank create this critical playbook and put it into action – positively impacting millions of lives.

"Let’s make a huge impact for our clients and our clients’ clients."

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