Vice President, Integration Management Office

Join a Challenger

At EQ, we're remaking banking so every Canadian gets ahead, every day. Serving nearly 4 million Canadians from coast to coast, we offer a wide variety of financial services from banking and lending, to trust and credit union solutions. 

We've been at this since 1970, challenging the conventions of traditional banking with smarter, faster, and more connected financial experiences.

What's kept us moving?  The people behind it all: challengers who ask better questions, push back on old assumptions, and look for a better way forward.

If you're driven to help reshape how banking works for Canadians and the businesses that power our economy, this could be your next big opportunity. 

We can’t wait to get to know you! 

Purpose of the Job

Key Responsibilities - What You Will Lead

Own the integrated master plan and the critical path across every workstream, delivery organisation and partner, holding the baseline, the change control discipline and the monthly re-forecast.
Hold the value case objectives as a controlled instrument that enforces outcome accountability to named owners with accounting discipline via supporting Finance partnership.
Own a single integration budget view across every workstream and initiative, making cost-to-complete a live number and carrying integration budget and value capture into the Financial planning cycles.
Chair the funding pathway. Run the investment gate that tests both the business case and the readiness to execute before a recommendation reaches the Integration Steering Committee, and recommend funding approval only against approved scope, cost, value and design.
Direct the design authority that bounds scope before design begins, keeping the technology agenda proportionate and separating what must be delivered now from what can defer or sits outside integration scope and budget entirely.
Run execution governance on a disciplined cadence and decision rights: a single register of risks, issues, dependencies and decisions spanning Bank-wide workstreams, with defined escalation thresholds into the Steering Committee, executive leadership and the Board.
Govern the transition services exit calendar and the operating relationship with the external provider, treating exits as a commercial, cost and operating-model question - not only a technology sequencing exercise.
Act as the single front door for integration-related regulatory engagement and content preparedness to ensure complete, consistent and finalized content via reviews, accountability tracking, and strong governance.
Lead change management and people readiness for the combined bank, with change impact drawn from the same designs that drive the plan and employee readiness sequenced to customer conversion events rather than project milestones.
Own the reporting spine so that the Steering Committee pack, the executive update and the quarterly Board report are drawn from the same underlying data, and lead the Integration Management Office team, its capacity model and its capability build.

Project Focus - Where You’ll Make Your Mark

Complete the stand-up of the next-generation Integration Management Office: delivery leads assigned across every integration and cross-functional workstream, a governance cadence that produces decisions, clearly understood and communicated plans, and programme reporting that clearly indicates where focus is required and when outcomes are realized.
Establish and hold the integration baseline - a prioritised roadmap, ratified critical paths and an endorsed value plan the whole Bank can execute against.
Land platform convergence: the migration and unification of EQ Bank & PCF customers and products onto a single set of systems, brand, channels, and experience that is delivered through a sequenced build, test and phased migration approach at significant scale.
Carry integration budget and value capture through Financial planning cycles, in an environment where total & competing demands will exceed capacity and deliberate choices and trade-offs are part of the craft.
Drive the value case, delivering the committed benefits of the transaction within the approved integration investment envelope.
Deliver the transition services exit programme on or ahead of schedule, resolving the commercial and technical dependencies that sit between the Bank and each exit.
Meet regulatory commitments on the dates given, and hold the risk and compliance side of the integration - enterprise risk, non-financial risk and compliance, financial crime, risk data and analytics, and treasury risk controls (and many others) - to the delivery and risk appetite standards.
Champion the customer voice through every event: advocacy, contact centre service levels and platform availability alongside deposit, card and cross-sell growth, with adoption measured after each go-live and fed back into the value case.

Team and Collaboration - How You’ll Influence

Partner with the Executive Leadership Team and executive sponsors of workstreams as the leader who convenes, constructively challenges and closes, without assuming ownership of their scope.
Consistently and accurately represent the integration progress and risks both internally and externally across Governance bodies, Board of Directors, integration and services partners, and regulators (as required).
Hold every delivery partner and consulting firm to one integrated plan, one runbook set and one readiness standard, and govern statements of work against scope, rates and deliverable acceptance.
Interlock with the business and technology delivery organisations so that capability, budget and resource stay aligned as work moves between them.
Lead, shape and evolve, and coach the Integration Management Office team and a federated network of delivery leads across the Bank.
Build the credibility, capability and energy of the Integration Management Office as the trusted centre of the integration, and make it a destination for people who want to do this work.

Let's Talk About You!

Bachelor's degree in Business, Finance, Engineering, Economics or a related field; MBA or advanced degree preferred.
15+ years leading large-scale transformation, post-merger integration or enterprise program delivery within banking or financial services, including accountability for programs at a nine-figure investment scale.
Demonstrated ownership of an integration through conversion - transition service exits, platform convergence and customer migration.
Deep program management craft: integrated planning and critical path, gated funding, benefits realization, delivery assurance and portfolio prioritization in a regulated environment.
Risk management fluency across all risk disciplines, with particular strength in execution risk, and the credibility to engage enterprise risk, non-financial risk, financial crime and compliance leaders on their own ground.
Regulatory and Board-level engagement experience with prudential supervisors, Board committees, auditors and rating agencies.
Customer-centric change leadership: a record of protecting customer experience, service levels and growth through conversion and migration events.
Strong financial acumen - business cases, synergy taxonomy, cost-to-complete and forecast discipline  exercised in partnership with Finance rather than parallel to it.
Executive presence and the communication range to move between a workstream stand-up, a regulator meeting and a Board committee in the same day.
Structured judgment about depth: able to test and assure work across a wide surface without displacing the leaders accountable for it.

Job Complexities & Thinking Challenges

The mandate spans the whole bank while the authority is largely indirect; outcomes are achieved through sponsors, delivery leads and partners who report elsewhere.
Calibrating depth is the defining daily judgment - engaging far enough to know whether a plan is real, and stopping short of taking it over.
Integration, the efficiency agenda and growth compete for the same senior leaders, so capacity rather than ambition is the binding constraint on what can be committed.
External audiences have different needs and cannot be served by a single message: the regulator needs consistency and an evidence trail, commercial counterparties have their own priorities, and the Board needs numbers that are clear and consistent.
Value is easy to assert and hard to prove; the same outcome can be claimed by several programmes unless attribution rules are enforced.
The IMO operates through a matrix of employees and consultants across the Bank, with the central programme office team and dedicated consultants reporting directly to the Vice President.
Navigate transformational change where consequential decisions must be made with incomplete information and immovable conversion dates and service terminations require disciplined agility and problem-solving to achieve.