When a bank grows by acquisition, the risk isn’t the deal — it’s everything that has to hold together the morning after. We ran the office that held it.
A top-15 U.S. bank (anonymized)
Retail and commercial banking
Managed services across the Integration Management Office and Enterprise Project Office
The bank had grown fast, and growth by acquisition doesn’t wait for the org chart to catch up. Duplicate platforms, overlapping processes, live regulatory obligations, and dozens of programs were all landing at once — each with its own owner, its own timeline, and its own definition of “done.” Without one place to see the whole picture, integration risk compounds quietly until an examiner, or a Day 1 date, forces it into the open.
We stood up and ran the Integration Management Office and the Enterprise Project Office as the single source of truth for the program. That meant one status of record across every workstream, governance that executives could actually read, and a sequence that kept the business running while systems consolidated behind it. On the regulatory side, we led the FDIC, Dodd-Frank, and ISO 20022 initiatives, built enterprise risk-management controls, and supported the datacenter migration — the unglamorous work that determines whether an integration is clean or not.
Compliance tightened, risk management centralized, and infrastructure redundancy came down as duplicate systems were retired on a plan instead of in a panic. Technology investment lined up behind business priorities rather than legacy inertia, and the bank came out the other side with continuous-improvement programs already running — not a backlog of cleanup. The integration held.
