Director, Technology Integration Delivery

Location: St. Louis, Missouri

Job Description Summary

The Director of Technology Integration Delivery provides end-to-end leadership for technology integration across mergers and acquisitions, from pre-close due diligence through planning, Day 1 readiness, execution, stabilization, and completion of hypercare. The Director is accountable for predictable delivery, business continuity, user readiness, financial discipline, and a consistent integration experience across assigned acquisition portfolios.

The role oversees dedicated, cross-functional delivery pods staffed primarily through managed-services resources. This role directly governs the core integration delivery team while coordinating embedded resources from enterprise technology functions. The Director establishes priorities, resolves dependencies, holds partners accountable to service levels, and ensures each acquisition follows approved architecture, security, IT service management, and delivery standards.

This leader serves as the primary technology integration delivery partner for business leaders, acquired-firm stakeholders, functional technology owners, Corporate Strategy, Finance, Procurement, Risk, and external service providers. The ideal candidate combines M&A delivery experience, strong financial and vendor management, executive communication, and the ability to lead geographically distributed teams through complex change.

Primary Responsibilities

M&A Integration Lifecycle Leadership

Own the full technology integration lifecycle for assigned acquisitions, including pre-close due diligence, risk identification, integration planning, Day 1 readiness, cutover, stabilization, and completion of hypercare.

Translate deal objectives, integration archetypes, diligence findings, and business requirements into an executable technology integration strategy, roadmap, schedule, resource plan, and budget.

Establish clear entry and exit criteria for each lifecycle phase and ensure decisions, risks, assumptions, dependencies, and milestones are documented and actively managed.

Lead readiness reviews and go/no-go recommendations for Day 1, migration events, production cutovers, and transition from hypercare to steady-state operations.

Ensure integration activities minimize business disruption and enable acquired employees to remain productive throughout transition.

Pod Leadership & Delivery Governance

Provide leadership and delivery oversight for assigned M&A pods, including Project Leads and core pod resources supporting collaboration, network, compute, desktop engineering, and related integration workstreams.

Set priorities, capacity plans, delivery standards, governance routines, escalation paths, and accountability expectations across onshore, nearshore, and offshore resources.

Hold Project Leads and managed-services partners accountable for tactical oversight, schedule alignment, milestone delivery, accurate status reporting, and timely escalation.

Balance concurrent acquisitions across available capacity, resolve resource contention, and recommend staffing or sequencing changes when delivery commitments are at risk.

Cross-Functional Execution & Stakeholder Management

Coordinate execution across Infrastructure, Cybersecurity, Enterprise Applications, Data, End User Services, Service Management, Legal, Compliance, Finance, Procurement, Human Resources, Corporate Strategy, and business leadership.

Provide concise, decision-oriented reporting to executives and governance forums on scope, schedule, budget, risks, readiness, service performance, and required decisions.

Build trusted relationships with acquired-firm leaders and users, setting clear expectations and ensuring communications, training, onboarding, and support plans are aligned to integration milestones.

Escalate material risks and decisions early, with clear business impact, options, recommendations, owners, and target resolution dates.

Financial, Commercial & Vendor Accountability

Help establish and maintain financial accountability for M&A technology work, including acquisition-level budgets, forecasts, actuals, variance analysis, cost-to-complete, and financial reporting.

Validate resource demand, managed-services consumption, travel, licensing, equipment, and other integration costs against approved scope and business priorities.

Partner with Finance, Procurement, and Vendor Management to define commercial controls, review invoices and deliverables, manage changes in scope, and identify cost or capacity risks.

Own day-to-day service-provider performance, including adherence to contractual commitments, staffing quality, operating cadence, corrective actions, and continuous improvement.

Risk, Quality & Operational Readiness

• Ensure integration plans comply with enterprise architecture, cybersecurity, privacy, regulatory, change-management, asset-management, and service-management requirements.
• Maintain an integrated view of risks, issues, dependencies, and decisions, and drive timely mitigation across internal teams and external partners.
• Ensure acquired users, devices, identities, mailboxes, collaboration capabilities, applications, assets, configuration items, and support processes are transitioned accurately and securely.
• Confirm operational acceptance criteria, knowledge transfer, documentation, support ownership, and service readiness before closing hypercare.

Standards, Metrics & Continuous Improvement

• Enforce use of approved integration playbooks, delivery tools, status standards, and governance processes, including complete and accurate work tracking in Asana.
• Define actionable management reporting and use KPI trends to identify delivery, quality, capacity, financial, and supplier-performance concerns.
• Capture lessons learned after each integration and convert findings into reusable playbooks, controls, templates, and process improvements.
• Promote a culture of accountability, partnership, transparency, disciplined execution, and continuous improvement.