M&A Integration

M&A Integration Lead, Emergence | Remote, U.S.-based | Full-Time

 

Emergence is a permanent-hold software holding company backed by the Pritzker Organization. We acquire and operate category-defining B2B software businesses across healthcare technology, automotive technology, cloud infrastructure, and supply chain technology.

 

About the Role

Emergence is hiring its first dedicated integration hire in the US. You will act as our deal team's strategic counterpart on all things operational: joining early, at or before LOI, to shape the integration approach and pressure-test the deal, running operational due diligence, and then leading the integration through close and beyond. You work alongside the Operating Partners' value creation team from the start, and you lead a clean transition to them once the business is stable. The role is foundational — the playbooks, governance, and operating rhythms you build on live deals become how Emergence integrates every company it buys.

The work spans two connected phases whose length depends on the deal, not a fixed calendar: Pre-close Diligence and Integration Planning, then Post-close Integration. You will run multiple concurrent integrations at different stages across varied deal profiles — we are on track to acquire roughly 15 companies per year, spanning standard tuck-ins, mergers between portfolio companies, corporate carve-outs, and international targets. You will report to the Head of Portfolio Operations, work closely with a senior M&A integration executive who advises Emergence and will mentor you, and (if required) direct a dedicated integration PM who supports execution. You will build Emergence's integration playbook from live deals — capturing deal value drivers, accountability (RASCI), and the operating rhythms that make each integration faster than the last.

 

What You'll Do

Pre-close diligence and integration planning:

• Partner with the deal team during diligence to assess operational readiness and execution risk: systems landscape, team capacity, process maturity, and the cost and timeline to remediate what you find

• Deliver a written operational assessment before Investment Committee — your read on integration risk and what it means for the value creation plan

• Translate the deal thesis into a practical integration plan with clear owners, milestones, risks, and decision points, built before close so that Day 1 is execution rather than planning

• Prepare Day 1 readiness: access pre-staged, ERP migration capacity booked with our finance team, benefits renewal and other calendar anchors captured, and an employee experience roadmap for the acquired team

• On carve-outs, map shared services and support TSA scoping and negotiation by function, including duration, headcount allocation, and service coverage