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!

The Vice President, Integration Management Office (IMO) is accountable for the end-to-end execution of the Bank's enterprise integration, bringing two established Canadian banking businesses together into a stronger, more efficient and more competitive combined bank. The IMO holds one integrated master plan, central value case objectives & realization, and a central view of program budget, setting the standards, decision gates, data and reporting that delivery teams work to.

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.

This is a cross-bank role. The Integration Management Office is the connective tissue between the Executive Leadership Team, the executive sponsors who own each workstream's outcomes, the Board and its committees, the Bank's regulators, and the vendor providing transition services. The Vice President sets the cadence, the control structure and the reporting spine those audiences rely on, and converts complexity into decisions and execution plans.

The role is deliberately broad rather than deep. Executive sponsors drive the substance within their own domains; the Vice President is accountable for the integrity of the whole across critical path, value case, risk management, and outcome accountability, including the judgment of when to verify, elevate, problem solve, or hold the line rather than absorb the work centrally.

• 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 work streams, 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…