Integration Leader, Global IT M&A

Allegion•Carmel, IN

5d•Hybrid

About The Position

The Integration Leader, Global IT M&A is responsible for end-to-end execution of post-merger integration. Working in close partnership with our two Regional IT M&A Directors (who lead deal strategy, due diligence, and Day 1 readiness), you will take the baton post-close to act as the primary "air traffic controller" for the broader Global IT organization. This is a highly strategic and operational role that will drive sequencing for a complex portfolio of concurrent integrations, manage IT resource capacity and risk, track integration financials, and evolve our playbook maturity. By owning Post-Day 1 execution and creating a continuous feedback loop to improve due diligence inputs, you will ensure we deliver deal synergies rapidly while protecting the stability of our global IT operations.

Requirements

8+ years in IT leadership, including a minimum of 5 years directly managing complex enterprise IT M&A execution, post-merger integration (PMI), and/or divestitures/carve-outs.
Experience working in an enterprise environment driving change across different regions (Americas and International) and cultures.
Proven experience managing multiple concurrent integration projects in a fast-paced, high-growth environment.
Strong background in IT financial forecasting, TSA management, execution budget tracking, and enterprise IT capacity planning.
Broad, cross-functional IT knowledge. Must have a deep understanding of execution dependencies across the IT landscape, including enterprise applications, identity and access management, networking, cloud, O365, and cybersecurity.
Ability to matrix-manage and hold cross-functional IT teams and third-party vendors accountable without direct line authority.
Ability to build and sustain strong relationships across business, product, security, and regional teams.
Ability to exhibit executive presence and influence at senior levels to secure decisions, budget, and alignment.
Ability to communicate complex technical tradeoffs clearly to non-technical stakeholders.
Ability to operate with a business-outcomes mindset; prioritize under ambiguity and drive resolution of high-impact problems.

Responsibilities

Global Post-Merger Integration Execution: Take ownership of acquired entities Post-Day 1, leading the execution of standard integration milestones.
Partner with Regional M&A Directors to seamlessly transition due diligence (DD) findings into actionable integration execution plans to enable targeted business outcomes.
Matrix-manage and drive cross-functional coordination across broader Global IT towers (Infrastructure, Networking, Identity/O365, Cybersecurity, Enterprise Apps, etc.) to ensure seamless technical cutovers with minimal business disruption.
Cross-M&A Sequencing & Resource Management: Act as the central sequencer for the IT organization, managing a high-volume portfolio of overlapping global integrations.
Develop and manage IT resource heatmaps and capacity planning to ensure Global IT teams do not become bottlenecks.
Partner with teams to define and implement interim IT operating models, ensuring acquired entities have clear support paths and business continuity prior to full end-state integration.
Financial Forecasting, TSA, & Cost Tracking: Own the IT integration execution budget across the portfolio.
Develop mature financial forecasting models for post-close integration costs, including CapEx / Opex, licensing true-ups, vendor consolidation, and infrastructure migrations.
Manage IT Transition Service Agreements (TSAs) when applicable and implement rigorous cost tracking and synergy-realization reporting for executive leadership.
Playbook Maturity & The Due Diligence Feedback Loop: Evolve our Post-Day 1 M&A IT Integration Playbook, standardizing execution tasks, rollback plans, and Minimum Viable Integration (MVI) standards.
Drive the DD feedback loop: act as the critical bridge back to the Regional M&A Directors. Use actuals from post-close execution (costs, timelines, resource burn, and technical debt discoveries) to continuously refine and improve the "T-shirt sizing," budget forecasting, and risk-assessment models used during due diligence.
Governance, Risk, & Stakeholder Management: Lead recurring M&A IT SteerCo and execution reviews with business sponsors and the OCIO.
Maintain clear risk-management frameworks, RAG-status dashboards, and formal escalation paths to senior leadership for execution roadblocks or cross-workstream dependencies.