Director, IT M&A Integrations

SUMMARY

Green Infrastructure Partners Inc. has an opportunity for a Director, IT M&A Integrations position at our Head Office in Markham, ON. This senior technology role will directly report to the Vice President, IT, and is responsible for planning, leading, and executing the end-to-end technology, software, and infrastructure integration of acquired companies, joint ventures, and carve‑outs into the organization. This role serves as the primary IT integration lead across the deal lifecycle — from pre‑close due diligence through Day 1 cutover, Transition Services Agreement (TSA) exit, and full post‑merger integration. The Director partners closely with Corporate Development, Legal, Finance, HR, Security, and business unit leadership to ensure that every acquisition or divestiture is technically de‑risked, operationally seamless for employees and customers, and structured to realize the technology‑related synergies underpinning the deal thesis. This position requires a seasoned, business‑savvy technology executive who can operate with equal credibility in a boardroom and in a server room — someone with deep technical acumen, strong program and change leadership skills, and the emotional intelligence and resilience to guide people and organizations through the ambiguity, compressed timelines, and high stakes inherent to M&A activity.

PRIMARY SCOPE OF ROLE

IT DUE DILIGENCE

Lead pre‑signing and pre‑close IT due diligence on target companies, assessing application landscapes, infrastructure, cloud environments, network architecture, and vendor/software license portfolios. Evaluate target company security posture, including identity and access management, data protection practices, vulnerability management, and regulatory/compliance exposure (e.g., PCI, GDPR, CCPA, SOX). Quantify technical debt, shadow IT, end‑of‑life systems, and integration/disentanglement risks; translate findings into deal‑relevant risk ratings, cost estimates, and go/no‑go input for the deal team. Identify software license transferability issues, contract change‑of‑control clauses, and third‑party dependencies that could delay or complicate integration or separation. Produce due diligence reports and executive summaries for the VP of IT, CIO, and deal leadership, clearly articulating risks, required investments, and integration complexity/cost.

DAY 1 READINESS

Design and execute the Day 1 IT readiness plan to ensure uninterrupted operations for employees and customers at the moment of legal close. Own critical path workstreams including identity and access provisioning, email and collaboration tools, core network and connectivity, endpoint provisioning, and business‑critical application access. Coordinate cutover runbooks, rehearsals, and command‑center support for close weekend/Day 1 execution, including contingency and rollback plans. Partner with HR, Payroll, Facilities, and Security to ensure employees can badge in, log in, get paid, and serve customers without disruption on Day 1. Establish a Day 1 issue triage and rapid‑response process, with clear escalation paths to the VP of IT and executive stakeholders.

INTERGATION STRATEGY & EXECUTION

Design the target operating model (TOM) for IT, defining organizational structure, governance, and service delivery model for the combined entity. Develop the application rationalization roadmap — assessing overlap, redundancy, and strategic fit across ERP, CRM, HR/payroll, and line‑of‑business systems, and defining consolidate/retire/retain decisions. Build and drive execution of infrastructure migration plans, including data center, network, cloud, telephony, and end‑user computing migrations. Establish integration program governance: workstream charters, RAID logs, milestone tracking, and steering committee reporting cadence. Lead cross‑functional workstream leads and third‑party integration partners/systems integrators to deliver against the integration master schedule.

TSA MANAGEMENT

Own the technology components of Transition Services Agreements (TSAs), ensuring services provided by or to the seller are scoped, resourced, and delivered per agreed terms. Track TSA exit criteria and timelines, proactively managing dependencies to ensure timely separation and full exit from seller‑owned or shared systems and infrastructure. Negotiate TSA scope, cost, and extension requests in partnership with Legal, Finance, and Corporate Development, escalating risks that threaten exit deadlines. Manage vendor and service provider relationships required to stand up replacement capabilities ahead of TSA expiration.

SYNERGY & VALUE REALIZATION

Track integration milestones, spend, and benefits realization against the approved integration budget and the deal’s technology synergy case. Manage the IT integration budget, including capital and operating spend, third‑party/systems integrator costs, and co