Vice President - Technology M&A Integration Project Manager - Foundation Engineering - Dallas

What We Do

At Goldman Sachs, our Engineers don't just make things - we make things possible. Change the world by connecting people and capital with ideas. Solve the most challenging and pressing engineering problems for our clients. Join our engineering teams that build massively scalable software and systems, architect low latency infrastructure solutions, proactively guard against cyber threats, and leverage machine learning alongside financial engineering to continuously turn data into action.

Create new businesses, transform finance, and explore a world of opportunity at the speed of markets. Goldman Sachs Engineers are innovators and problem-solvers, building solutions in Artificial Intelligence, risk management, big data, mobile and more.

The Foundation Engineering M&A Integration sits at the intersection of corporate strategy, technology execution, risk management, and business transformation. As a Vice President in Foundation Engineering M&A Integration, you will help ensure acquisitions are integrated securely, efficiently, and thoughtfully while preserving innovation where it creates strategic value for Goldman Sachs.

Goldman Sachs is seeking an accomplished Vice President - Technology M&A Integration Specialist to lead technology integration for acquired businesses from transaction signing through close, Day 1 readiness, stabilization, and longer-term platform convergence.

In this role, you will act as a strategic integrator across acquired companies, Goldman Sachs business lines, Engineering, Cybersecurity, Technology Risk, Infrastructure, Corporate Workplace Solutions, and other firmwide control functions. You will lead post-signing technology due diligence, develop integration roadmaps, and drive execution across people, platforms, data, controls, infrastructure, and end-user technology.

The role requires disciplined execution, sound risk judgment, strong technical breadth, and executive presence. It also requires a best-of-breed mindset: evaluating acquired technology capabilities and advocating for retention, integration, or broader adoption where platforms, tools, architectures, or operating practices create demonstrable value for Goldman Sachs.

• Technology Due Diligence

  • Assess acquired-company technology estates, including infrastructure, cloud environments, applications, licensing, data stores, identity models, security controls, engineering practices, vendor contracts, and operating models.

  • Identify technology risks, control gaps, technical debt, integration dependencies, third-party exposures, and operational constraints.

  • Translate diligence findings into actionable priorities, mitigation plans, investment needs, and executive decisions.

  • Partner with Legal, Compliance, Risk, Finance, Procurement, and business leadership to address contractual, regulatory, privacy, data-residency, and operational requirements.

• Integration Execution

  • Lead end-to-end technology integration work streams across diligence, transition planning, Day 1 readiness, stabilization, and platform convergence.

  • Develop and manage integrated delivery plans, milestones, dependencies, risks, issues, decision logs, governance forums, and executive reporting for multiple concurrent acquisitions.

  • Coordinate integration across identity and access, data migration and retention, collaboration tools, SaaS applications, end-user computing, workplace technology, infrastructure, cloud, cybersecurity, privacy, resilience, and control remediation.

  • Define transition-state architectures and sequencing plans that balance business continuity, speed, cost, security, regulatory obligations, and user experience.

• Stakeholder Management and Leadership

  • Build trusted relationships with acquired-company executives, technology leaders, product owners, business sponsors, and Goldman Sachs functional partners.

  • Lead cross-functional working groups across a complex global matrix and align stakeholders with different priorities, delivery models, and risk tolerances.

  • Influence senior stakeholders without direct authority, driving timely decisions, clear ownership,…