Project Management Office Leader

Valley Vital Care • Corporate • Full-Time, Salaried, Exempt

Sr. Manager / Director / VP, by level

Reports To

Chief Operating Officer (COO), with dotted line to CFO for synergy and value-capture reporting

Direct Reports

Integration Project Managers, PMO Analysts, and (at senior levels) Functional Integration Leads

Dotted Line

Corporate Development (deal handoff), Finance (synergy validation), IT and HR Integration Leads

Scope

All active acquisitions and de novo activations, plus the central program governance function

Travel

:25–40% to acquired and target sites during diligence, Day 1, and the 100-day window; centrally based otherwise

FLSA Status

Exempt

The Project Management Office Leader owns the integration and program-delivery engine for Valley Vital Care’s acquisition strategy. This role is the central integrator across Corporate Development, Finance, IT, HR, and Clinical, accountable for integration timeline, synergy realization, governance and reporting, risk management, and the maturity of the integration playbook itself.

This is a hands-on, centrally based corporate role for an experienced program leader who thrives in PE-backed, growth-stage environments. The PMO is measured on the levers that produce the financial outcome of an acquisition—integration on-time delivery, synergy capture, Day 1 readiness, governance discipline, and risk closure—while functional leaders retain ownership of their domain standards. The PMO is the single named accountable person for whether an integration lands on plan.

Integration Program Delivery

• Own the master integration plan for every acquisition: map every workstream, sequence activities, identify dependencies, and establish the governance structure that runs the deal from signing through stabilization.

• Own the integration operating rhythm: workstream stand-ups, weekly integration steering reviews, and monthly value-capture reviews with the executive team.

• Drive Day 1 readiness across every function—payroll, systems access, customer and referrer communications, legal entity changes, supplier notifications—all coordinated to a single close date.

• Identify and resolve cross-workstream bottlenecks in real time, escalating only what truly requires executive intervention.

Synergy & Value Capture

• Translate the synergies underwritten in the deal model into a tracked, owned, time-bound capture plan; partner with Finance to validate baselines and confirm realization.

• Maintain the single source of truth for synergy status across the portfolio—target, in-flight, and realized—and own the variance explanation when capture trails plan.

• Manage Transitional Services Agreement (TSA) exits on time and without disruption; TSA costs erode margin quickly if exits slip.

• Own the integration budget and the variance explanation for one-time integration costs against the deal model.

Governance, Reporting & Risk

• Own the integration governance model: decision rights, escalation paths, steering cadence, and the rule that no workstream proceeds off-plan without governance sign-off.

• Maintain the portfolio dashboard the executive team and PE sponsor use—status, milestones, synergy capture, and risk—in one consistent format reviewed on a fixed rhythm.

• Own the integration risk and issue (RAID) log; drive mitigation to closure rather than logging risks and watching them age.

• Surprises in the steering review are a system failure, not a reporting failure—the PMO owns the discipline that prevents them.

Cross-Functional Integration

• Coordinate Finance, IT, HR, Clinical, and the field at the workstream level to remove friction at the handoffs, where most integration value is lost.

• Eliminate bottlenecks across the value stream from signing to stabilization; maintain a documented integration value stream for each deal.

• Drive 95% adherence to the standardized integration playbook while flagging where the playbook itself is the bottleneck.

• Serve as the single point of contact for acquired-company leadership regarding integration timeline, decisions, and escalation.

People & Change

• Own the integration team’s people rhythm: staffing the workstreams, onboarding integration project managers, and timely performance documentation.

• Partner with HR on change management for acquired employees: communications, retention of key talent through the transition, and cultural integration.

• Build bench strength and an internal pipeline; identify and develop the next layer of integration project managers.

• Hold the standard on program-management basics: timely stand-ups, current plans, clean RAID logs, completed milestone reviews, and consistent recognition.

Playbook & Continuous Improvement

• Own the M&A integration playbook as a living asset: every deal makes it better, and the next deal is easier because of it.

• Run a structured post-integration review after each deal; document what worked, retire what did not, and feed the lessons back into the playbook.

• Standardize templates, governance, and reporting so a new integration project manager can run a workstream from the playbook on day one.

• Apply structured improvement methods (Lean, Six Sigma, or equivalent) to compress integration cycle time deal over deal.

• 90-Day Portfolio & Process Assessment – Within the first 90 days, deliver a written assessment of the integration portfolio and the current-state process to the COO covering: the state of every active integration, the maturity of the current playbook, the top three friction points in the engine, and a proposed 12-month plan to mature the PMO with quarterly milestones.

• Integration Playbook v-Next – Maintained, reviewed quarterly with the COO, and updated against every completed deal.

• Bachelor’s degree required; advanced degree (MBA, MHA) or PMP/PgMP certification preferred.

• 5 years of progressive program or project management leadership, with at least 2 years owning multi-workstream programs end to end.

• Demonstrated experience operating in a PE-backed, growth-stage, or comparable high-tempo environment.

• Direct M&A integration, IMO, or post-merger integration experience strongly preferred.

• Track record of program improvement using structured methods (Lean, Six Sigma, PMI, or equivalent operating system experience).

• Comfort with program and financial data: portfolio dashboards, synergy models, and basic financial statements.

• Healthcare, multi-site, or specialty-pharmacy platform experience.

• Experience integrating acquired companies.

• Experience standing up an IMO or PMO from scratch.

• Centrally based with travel :25–40% to target and acquired sites, concentrated around diligence, Day 1, and the 100-day window.

• Occasional travel to the PE sponsor and other corporate sites.