Meet Jonathan Trichel
Principal, Deloitte Consulting LLP
Jonathan B. Trichel, principal, Deloitte Consulting LLP, is the National Service Line Leader of Deloitte’s U.S. Strategy practice. In this role, he is responsible for leadership and operational execution of Deloitte’s strategy consulting services. Jonathan is a member of the Deloitte Consulting LLP U.S. Board of Directors and the Americas Leader for the Global Strategy Governance Committee. He was instrumental in the recent acquisition and integration of The Monitor Group into Deloitte.
Jonathan has over 17 years of experience providing measurable value for companies in the areas of sales, marketing and customer experience strategy.
Prior to his current roles, Jonathan held a wide range of other leadership positions at Deloitte, including U.S. leader for Customer Transformation market offering, U.S. leader for Customer Strategy service offering, Deloitte University Steering Committee member and University of Texas recruiting leader.
Outside of the office, Jonathan is involved in a variety of volunteer activities. He is a guest lecturer at U.S. business schools and a significant contributor to professional associations, publications and analyst research. He is affiliated with several non-profit organizations, including the American Film Institute, The ARC, Boy Scouts of America, Freedom Flight and the Hunt Institute for Humanity.
Jonathan received a Bachelor of Arts in comparative political science from the University of North Texas and MBA from the University of Dallas with a focus on marketing. He has completed executive education coursework at Middlesex University in London and at the U.S. Army War College.
Prior to joining Deloitte in 2004, Jonathan held positions in the consulting industry and in the U.S. Senate (Intern). He lives in Austin, Texas with his wife and two sons.
My areas of specialization
- Power & Utilities
- Banking & Securities
- Health Care Providers
- Media & Entertainment
Proudest career moments
“While working at the client headquarters one night, we helped an employee start his engine who was having trouble with his car. The next day, one of the top executives, who witnessed our assistance from his office window the night before, called us and said 'I already knew that you did good consulting work…now I know that you are also very good people.' We didn’t help the employee with the intention of any reward/payback, but sometimes you demonstrate the most about your character as a team when no one else is looking. We won the next phase of work.”