Purpose of the Job
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.

Key Responsibilities - What You Will Lead

- 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 workstreams, 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 capability build.

Project Focus - Where You’ll Make Your Mark

- Complete the stand-up of the next-generation Integration Management Office: delivery leads assigned across every integration and cross-functional workstream, a governance cadence that produces decisions, clearly understood and communicated plans, and programme reporting that clearly indicates where focus is required and when outcomes are realized.
- Establish and hold the integration baseline - a prioritised roadmap, ratified critical paths and an endorsed value plan the whole Bank can execute against.
- Land platform convergence: the migration and unification of EQ Bank & PCF customers and products onto a single set of systems, brand, channels, and experience that is delivered through a sequenced build, test and phased migration approach at significant scale.
- Carry integration budget and value capture through Financial planning cycles, in an workplace where total & competing demands will exceed capacity and deliberate choices and trade-offs are part of the craft.
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📌 Vice President, Integration Management Office (Toronto)
🏢 EQ Bank
📍 Toronto