Role:Program manager
Location: Remote
Roles&Responsibilities:
7+ years of experience leading post-merger integration phases of multiple M&A deals
Design the comprehensive, end-to-end plan for the M&A program, ensuring it aligns with the deal's strategic rationale, business objectives, and synergy targets.
Establish the organizational structure (often called the Integration Management Office or IMO), reporting structure, decision-making processes, and oversight committees (Steering Committee).
Define the scope, objectives, key performance indicators (KPIs), and success metrics for the overall M&A program and its constituent projects (workstreams like IT, HR, Finance, Operations, etc.).
Oversee and coordinate the activities of multiple, interdependent functional project teams (e.g., HR, IT, Finance, Sales).
Identify and actively manage the complex relationships and hand-offs between different functional integration projects to prevent bottlenecks and ensure correct sequencing.
Proactively identify potential risks (e.g., talent attrition, system incompatibility, regulatory hurdles) and issues, develop mitigation plans, and facilitate timely resolution or escalation to the Steering Committee.
Ensure a smooth transition on the official close date ("Day 1"), coordinating the critical, time-sensitive activities necessary to maintain business continuity.
Prepare and deliver clear, concise, executive-level updates to the CEO, Sponsor, and Steering Committee on program status, risks, budget, and progress toward value realization.
Champion the new organizational structures and processes. Work closely with HR and Communications to address cultural issues and manage change, building trust and minimizing disruption.
Coordinate with legal and communications teams on messaging to external stakeholders like customers, vendors, and partners.
Rigorously monitor and report on the realization of projected synergies (cost savings or revenue growth) that justified the M&A transaction.
Ensure all integration projects meet their "exit criteria" and successfully transition ongoing activities and operational management to the permanent business owners.
Conduct a post-mortem review (retrospective) to capture lessons learned and refine the M&A playbook for future acquisitions.
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