SaaS GCC Integration and Authority Leader

The mandate

The first combined release after acquisition misapplied entitlements for a regulated customer segment because two product groups and two GCCs each owned a valid but incompatible account model. Identity, subscription, billing and customer-data services retain duplicate backlogs, executives and emergency paths. The integration director left when the committee rejected a plan based primarily on organisational consolidation rather than service decisions.

The interim will start in Helsinki within three weeks and hold integration authority for eighteen months. Permanent leadership search begins after two integrated product increments and one customer-migration rehearsal meet the new service criteria, targeted for month ten. The successor will lead the third increment, a severe entitlement incident exercise and an investment review during an eight-week handover.

Handover requires four shared services to have one accountable product envelope, explicit acquired-product and GCC interfaces, reconciled data and control boundaries, measurable migration gates and funded decommission paths. Duplicate senior roles and source approvals must have dated dispositions. Permanent leadership inherits the service portfolios, customer exceptions, architecture debts, talent commitments, value case and incomplete integration risks.

The interim may freeze a migration or combined release, assign service-level product authority, merge backlogs, retire temporary forums and commit up to EUR 35 million from the approved integration portfolio. Customer contract changes, pricing, legal-entity consolidation, redundancies and risk acceptance above stated thresholds require committee approval. Each GCC leader may escalate evidence directly without routing through an acquired-company sponsor.

Corporate legal merger, sales-force design, finance ERP convergence, general brand migration and products outside identity, entitlements, billing and customer-data services are expressly excluded. The seat owns operating integration, shared-service authority, release and migration evidence, leadership dispositions and succession. It cannot redefine the acquisition thesis or absorb every dependency discovered during service reconciliation.

Why this seat is open

The release failure showed that chart-level integration had left conflicting product semantics and emergency authority untouched, then the accountable director exited. Leaders from both predecessor companies remain invested in their own customer model and GCC structure. A time-limited integration executive can make consequential service choices, prove them through migrations and hand a coherent portfolio to a permanent owner.

What you will own

• Reconstruct the entitlement failure across account models, product promises, identity state, billing rules and customer-data boundaries.
• Define one product envelope and accountable authority for identity, entitlements, billing and customer-data services.
• Reconcile acquired-product variation through explicit compatibility, migration, exception, sunset and customer-consent decisions.
• Align Bengaluru and Kraków work around complete services while closing duplicate backlogs, councils and shadow approvals.
• Build service-product, architecture, SRE and data-governance succession with credible cross-predecessor leadership coverage.
• Command integrated increments, migration rehearsals and incident scenarios involving stale identity, billing conflict and regulated tenancy.
• Transfer service ledgers, customer exceptions, decommission commitments, talent decisions and remaining integration risks through successor-led governance.

Candidate qualifications

• Held executive product or engineering authority during a cross-border enterprise SaaS acquisition integration.
• Reconciled identity, entitlement, billing or tenancy semantics across platforms carrying contractual and regulated customer obligations.
• Integrated multiple GCC or engineering centres around complete services rather than reporting lines and headcount targets.
• Made politically difficult product, architecture and leadership dispositions while protecting releases and customer migrations.
• Exercised new authority through entitlement incidents, combined increments and migration reversals before retiring predecessor governance.
• Handed an acquisition portfolio to permanent leadership with transparent technical debt, customer exceptions and value commitments.

Non-negotiables

• Can start in Helsinki within three weeks and travel monthly among headquarters and both GCC locations.
• Will accept exclusive executive accountability and continuous escalation for the four shared services during integration.
• Brings enterprise SaaS acquisition integration plus GCC operating authority; corporate programme management alone is insufficient.
• Must disclose relationships with either predecessor, major customers, investors, cloud providers and integration advisers.

1. 49 words maximum. Describe a post-acquisition service conflict that an organisation-chart integration failed to resolve.
2. 49 words maximum. Which entitlement decision would you exercise before closing duplicate GCC product leadership?
3. 49 words maximum. Confirm your Helsinki start and the largest SaaS migration portfolio you personally governed.