Director– Strategic M&A & Value Realisation
Location: Bangalore - In Office
Reports To: CHRO (with strong SIG – Strategic Investment Group / CEO / CFO partnership)
About InMobi Group
InMobi Group has been a pioneer in mobile-first, AI-powered technology for over 18 years, shaping the future of advertising and consumer experiences. With businesses spanning AdTech, Consumer Tech (Glance), and Data Platforms, we’re driving intelligent experiences at scale, powering over 500 million devices across markets like the US, Japan, India, and Brazil. As a profitable and high-growth company, we’re on a bold path towards IPO and redefining global digital engagement through innovation in advertising, AI commerce, connected TV, and more.
As InMobi Group accelerates its next phase of growth through a robust pipeline of global acquisitions planned over the coming year, right M&A will be critical in enabling the organization to scale rapidly while preserving cultural coherence, leadership strength, and operational rigor—making inorganic growth a core lever in achieving our long-term business vision.
Role Overview
We are seeking a Director/VP– Strategic M&A Integration & Value Realisation to own and lead the People charter across global mergers, acquisitions, and strategic investments. The role owns the end-to-end integration and value delivery lifecycle for large acquisitions and strategic transactions—starting pre-LOI and extending through Day-1, Day-90, and Year-1 outcomes.
This role exists to ensure that acquisitions are:
Assimilated fast
Organisationally and culturally integrated
Cost- and value-disciplined
Measurably accretive to the core business
The role does not own deal execution. Instead, it ensures that every deal delivers its intended strategic, organisational, and people outcomes, with clear accountability for value realisation.
Operating at the intersection of People, Strategy, Finance, and Business, this is a high-impact role critical to making inorganic growth a repeatable, disciplined value engine for the organisation.
Key Responsibilities
Pre-LOI Integration & Org Due Diligence (Strategic Advisory)
Partner closely with SIG Finance, and the CHRO’s office before LOI to assess:
Leadership quality, depth, and succession risk
Org structure, role overlaps, and decision rights
Culture, performance norms, and operating cadence
Workforce cost structures, location leverage, and scalability
Shape integration hypotheses that directly influence:
Valuation ceilings
Retention vs redundancy strategies
Day-1 operating model decisions
Provide clear, decision-oriented inputs that inform deal structure—not retrospective commentary.
Integration Strategy & Execution Ownership
Design and own the end-to-end integration strategy across people, org, cost, systems, and culture
Lead Day-1 / Day-30 / Day-90 / Year-1 integration plans
Drive fast, decisive integration choices; escalate trade-offs when required
Ensure integration momentum is sustained without creating prolonged disruption or fatigue
This role acts as the single-threaded owner for integration outcomes.
Org, Talent & Culture Assimilation
Lead future-state org design and leadership mapping
Make strategic calls on:
Role redundancies
Leadership transitions
Retention of truly critical talent
Drive cultural assimilation in close partnership with PBPs, focusing on:
Decision speed
Accountability and ownership
Performance bars and execution rigor
Ensure acquired leaders and teams are fully embedded, not operating as parallel structures.
Synergy & Cost Value Realisation(Core to the Role)
Architect and deliver robust synergies across:
Workforce and leadership layers
Vendors, platforms, and infrastructure
Operating model simplification
Partner with Finance to track real P&L and cash impact, not just synergy narratives
Embed cost discipline from Day-1, ensuring value is realised—not deferred
Hold integration teams accountable to committed vs realised value.
Senior Stakeholder & Governance Leadership
Act as a trusted extension of the CHRO in driving enterprise-wide change
Partner closely with CEO, CFO, Business Heads, and SIG
Provide transparent, executive-level updates on:
Value realised vs committed
Integration risks and blockers
Org, leadership, and talent implications
Ensure governance is tight, decisions are documented, and trade-offs are explicit.
Playbooks, Governance & Institutional Capability
Build and institutionalise M&A integration playbooks, trackers, and governance models
Create repeatable frameworks that scale across multiple concurrent deals
Ensure auditability and readiness for IPO-level scrutiny
Codify learnings to continuously strengthen the organisation’s M&A muscle
What Success Looks Like
Acquisitions are integrated cleanly and quickly
Clear people, org, and cost synergies are measurably delivered
No prolonged “integration fatigue” across the organisation
Acquired leaders and teams operate as one company, not legacy entities
A scalable, institutionalised M&A integration playbook exists across the org
Inorganic growth becomes a predictable value lever, not a risk function
Qualifications & Skills
12–18+ years of experience across People Strategy, M&A, Integration, or Consulting
4–7+ years in consulting or M&A advisory environments (Big 4, Aon, Mercer, WTW, or similar) strongly preferred
Strong, hands-on experience with global acquisitions (US & EMEA mandatory)
Demonstrated experience owning post-deal integration and value realisation
Deep understanding of:
Org design and workforce economics
Rewards, cost structures, and compliance
Change management in high-stakes environments
Exceptional stakeholder management skills and executive presence
Ability to operate with high ambiguity, speed, and accountability
Strategic thinker with a strong execution bias