Managing Director, Integration Management Office

Position Summary

Reporting to the Chief Financial Officer, the Managing Director, Integration Management Office (IMO), will lead Grant Thornton’s enterprise integration capability during a period of sustained growth, transformation, and active M&A.  The role is responsible for translating deal rationale, diligence findings, and approved integration objectives into executable integration plans that move acquired businesses into Grant Thornton’s platform with speed, discipline, and minimal disruption to clients, partners, and professionals.

The IMO leader will serve as the central integration executive for post-close execution, Day 1 readiness, integration sequencing, operating model activation, cross-functional decision-making, and integration risk management.  This role will work closely with the Value Creation Office (VCO) leader so that value creation opportunities are embedded into integration plans from the outset and critical handoffs are tightly managed throughout the integration lifecycle.

The successful candidate must be a seasoned integration operator who has personally led multiple, concurrent integrations across complex, matrixed organizations.  This person must bring the judgment, presence, and execution discipline to challenge functional plans, resolve blockers, impose cadence, and escalate decisions when required.

Key Responsibilities:

Integration Strategy, Planning, and Execution

• Translate acquisition strategy, diligence findings, business case assumptions, and deal rationale into detailed integration roadmaps, milestones, workplans, and decision calendars.
• Own end-to-end integration planning from pre-close readiness through Day 1, stabilization, functional integration, operating model transition, and post-close completion.
• Define the appropriate level of integration by acquisition, balancing speed, value capture, business continuity, client impact, cultural alignment, and operational readiness.
• Partner with Corporate Development during diligence and pre-close planning so integration requirements, risks, one-time costs, timelines, and resourcing needs are understood before close.

Integration Governance and Decision Rights

• Establish and manage the integration governance model, including decision rights, escalation paths, SteerCo materials, executive operating cadence, and functional workstream accountability.
• Ensure integration decisions are made at the right level and that unresolved matters are escalated quickly with clear options, trade-offs, and recommended actions.
• Reinforce the IMO as the decision-making authority for integration-related matters while partnering constructively with functional leaders and regional management.
• Provide transparent updates to the CFO, CEO, COO, Executive Committee, and New Mountain Capital on integration progress, risks, blockers, resourcing needs, and key decisions.

Program Management, Cadence, and Cross-Functional Accountability

• Lead disciplined program management across overlapping integrations, ensuring clear ownership, on-time execution, weekly cadence, milestone tracking, integrated RAID management, and issue resolution.
• Drive dedicated functional resource alignment across Finance, GTech, Legal, P&C, Procurement, Growth, service lines, and country leadership, with clear expectations for integration work versus business-as-usual priorities.
• Challenge functional teams to simplify integration scope, reduce unnecessary complexity, and focus work on the items most critical to deal thesis realization and operating model readiness.
• Maintain a single source of truth for integration status, dependencies, risks, decisions, and open issues using fit-for-purpose tools and reporting standards.

Day 1 Readiness, Stabilization, and Business Continuity

• Own Day 1 readiness planning and execution, including employee, client, financial, system, communication, governance, compliance, and operational readiness requirements.
• Ensure critical Day 1, Day 30, Day 60, and Day 100 deliverables are defined, assigned, tracked, and completed with minimal disruption to business performance.
• Coordinate with acquired-company leadership and Grant Thornton functional teams to protect key talent, client relationships, revenue continuity, and essential controls through the integration period.
• Build practical stabilization routines after close to surface operational issues early and move them quickly into resolution.

Operating Model, Systems, Process, and Data Integration

• Lead the integration of acquired businesses into Grant Thornton’s target operating model, including process ownership, systems sequ