IT M&A Integration and Workforce Planning Specialist

Position: IT M&A People Integration and Workforce Planning Specialist
** This Opportunity*
* WSP is a leading professional services firm that grows through acquisition as well as organically. Within Global IT, the Office of IT M&A holds financial governance and decision support for the IT integration portfolio - from deal close through integration completion.

The Specialist, IT M&A People Integration and Workforce Planning owns the people dimension of IT integration across the active deal portfolio. You will build and maintain the workforce picture for each acquired entity, plan the IT capacity required to deliver the integration, plan how that capacity transitions into WSP's IT function organizations, and quantify and track the people-related synergies that result.

The role sits at the intersection of workforce planning, M&A integration, and cost governance. You will work closely with HR Business Partners, IT Function Leads, the Senior Program Manager for IT M&A Integrations, and IT leadership at acquired companies. You will coordinate and quantify; HR and Function Leads own employment decisions. Reporting is to the Program Controls Manager, IT M&A, with the VP, IT M&A & Technology Rationalization as the sponsor for people matters.

This is a role for someone who is comfortable holding confidential workforce and compensation data, building order out of incomplete acquired-entity information, and influencing across functions without line authority.

** Your Impact*
* Workforce baseline and segmentation

+ Build and maintain, for each deal, the controlled IT workforce dataset - population, profiles, roles, locations, and labour cost - with documented sources and a defined refresh cadence.

+ Segment the workforce by organizational placement and activity, map it to the WSP IT function taxonomy, and validate the mapping with IT Function Leads.

+ Reconcile the baseline to HR records on a defined cadence and explain all movements (joiners, leavers, transfers).

+ Maintain the baseline as the single source feeding people-cost handover, budget inputs, capacity planning, and synergy quantification.

Workforce capacity planning - integration and transition

+ Translate the workforce baseline, functional mapping, and integration schedule into a capacity view for each active deal.

+ Own and operate the intake protocol for acquired-entity capacity requests - who may raise a request, in what form, who validates it, and which budget line it feeds.

+ Model which roles, teams, and capabilities transition into WSP function organizations and when, feeding function budget handover and the people-synergy baseline.

+ Apply cost-type attribution to every capacity line - integration-funded versus transitioning to function budgets - so no untagged item enters budget or synergy reporting.

+ Identify capacity constraints, single points of failure, transition support needs, backfill requirements, and integration-critical talent dependencies.

+ Align people availability with integration waves, cutover windows, knowledge transfer, and stabilization periods in partnership with the Senior Program Manager and Function Leads.

People synergy management

+ Maintain the people-synergy tracker: initiative-level breakdown by deal and function, with accountable owner, approach, schedule, and defined measurement method.

+ Validate due-diligence people-synergy assumptions with HR and Function Leads as data access opens post-close, and document any recalibration.

+ Tie synergy phasing to actual workforce events through a headcount and last-day-worked tracker.

+ Track costs-to-achieve - retention, severance, backfill, transition support - so both gross and net positions can be reported.

+ Guard against double-counting and cost-shifting between functions when headcount moves rather than exits.

Talent evaluation and…