Jonathan Kessel

Target Corporation, Minneapolis, MN • 2007-2015

$72B general retailer with over 1000 locations in the US.

Senior Process Analyst (2012-2015)

Provided strategic leadership to identify opportunities and lead projects to improve process efficiency and governance. Was accountable for governance and oversight of ITIL processes within the IT support organization including Incident, Event, Problem and Change. Directly coached and mentored candidates for Six Sigma Green Belts.

• Provided oversight and process governance to team of over 30 global resources accountable for supporting all of Target’s global server infrastructure (Wintel, Unix and Linux), resulting in a 95% decrease in Incident and Event backlog in less than 2 months
• Developed a series of ServiceNow and Excel reports which were used by executive leadership to determine if KPIs were met for infrastructure support, allowing the organization to set and exceed target goals for Time to Restore, SLA, and backlog
• Lead large, cross-functional, enterprise Lean Six Sigma project which removed over 5 days from the time required to process and pay all of Target's technology vendors, representing a nearly 15% improvement in process efficiency and impacting 6 major business units
• Coached three Six Sigma Green Belt candidates as lead IT process improvement team member, resulting in successful Green Belt awards for Lean and DMAIC projects

Senior Project Manager (2010-2012)

Managed 2 year, $15M enterprise project. Accountable for all aspects of project management, including scope, budget, and timeline

• Acted as primary point of contact for technology development team with business unit, with responsibilities that included representing IT, and delivering updates and key communications to Executive Steering Committee
• Accountable for project change management, often communicating difficult messages to the business customer in order to adhere to project scope, time and budget constraints
• Directed day-to-day activities for over 80 global resources, including two major vendors, through complex development, integration, and implementation challenges
• Was accountable for project change management, often communicating difficult messages to the business customer

Business Analyst (2007-2010)

Acted in multiple capacities, including business requirements gathering, project management, funding and budgeting

• Project managed development of all property development business unit reports, coordinating with a team of over 10 developers, testers, and data architects to ensure timely delivery of dozens of reports within or ahead of schedule
• Oversaw technical and vendor teams in delivery of $25M multi-year modernization program to replace security hardware and software for all Target locations, including stores, distribution centers, and offices

Diane Millier & Associates/Wyndham Vacation Ownership, Orlando, FL • 2007

A top supplier and marketer of timeshare vacation properties worldwide with 155 vacation ownership resorts in the US, Canada, Mexico, the Caribbean, and the South Pacific. A division of Wyndham Wordwide, a $4B company

Senior Project Manager & Sales Development Program Manager

Lead and manage key technology projects and initiatives across multiple operational areas, including infrastructure & operations (ITSM), sales development, and business intelligence. Manage teams of 10-15 resources to successfully deliver initiatives within defined scope, schedule and budget. Responsibility for Sales application development portfolio management, providing oversight of intake, scoping, planning and prioritization against overall corporate IT portfolio

• Drove implementation of ITSM processes in areas of Service Desk, Issue Management and Problem Management
• Managed $2M project to develop and implement an integrated credit check process for use by worldwide sales force. Included significant interaction with vendors (Equifax, TRW) as well as internal business clients

DiamondCluster International, Chicago, IL • 2004-2006

A $250 million international IT consulting firm specializing in providing business focus and PMO for IT strategy and architecture.

Manager

Provide high-level project direction and conduct IT value analysis to ensure alignment with business objectives for client projects. Direct teams of 2-10, including internal and client staff , as well as independent contractors in developing and executing numerous IT initiatives for new or reengineered processes, including strategy for disaster recovery, platform migrations, data centers and RFPs. Conduct business and technology impact analyses for major business applications.

• Led a team that develop a strategic plan for a second data center and disaster recovery procedures for a leading national retail home-improvement chain, which required significant collaboration with senior IT and business executives. Plan was successfully executed with second data center built and launched in 2007
• Directed the implementation ITIL processes to improve operations, while automating workflow and increasing application availability for a large property and casualty insurance company
• Orchestrated the evaluation of legacy data center infrastructure and operational environment for a transportation firm; recommended the function be outsourced. Planned and conducted the presentation to the client CIO and CFO, and directed the transition of operations

Deloitte Consulting, LLP, New York, New York • 2000-2004

$14B international IT consulting firm.

Manager

Performed business process analysis, RFP process development and management, business cases creation and issues/risk management plans. Directed teams of up to 30 in developing and implementing major client projects.

• Spearheaded a team of 15 client infrastructure designers to plan and execute the IT integration from a $2 billion merger in the medical device manufacturing industry; principal facilitator for client IT and business unit leader strategy sessions to create cost models, identify and develop dependency and issue/risk/work management plans.
• Saved $10 million annually in telecommunications costs for 2 clients by effectively directing billing analysis and sourcing new providers.

DRINKS.COM, Inc., Chicago, IL • 1999-2000

A national firm that marketed alcoholic beverages online.

Manager – Infrastructure and Desktop Computing

Olinger Distributing Co., Indianapolis, IN • 1998-1999

An alcohol beverage distributor serving the state of Indiana.

IT Director

Union Liquor Co., Chicago, IL • 1994-1998

Large regional alcohol beverage distributor with more than $500 million in sales.

PC & Network Manager