Director, People Integration & Enablement

The Director, People Integration & Enablement will lead Amerit's People workstream for acquisitions from early diligence through Day 1, post-close stabilization, and business-as-usual handoff. This role will build the integration playbook, lead cross-functional HR deal pods, identify human capital risks and opportunities, and ensure acquired employees and leaders experience a clear, compliant, and practical transition into Amerit. This is a strategic operator role for someone who can create structure in ambiguity, lead through influence, translate enterprise People processes into the realities of a field-based workforce, and make every integration faster and better than the last. 

Amerit is scaling through mergers and acquisitions across North America and expects to grow from roughly 4,000 to 8,000 employees over the next four years. To support that growth, we are building a repeatable, employee-centered People integration capability that protects operational continuity, compliance, employee trust, and deal value. 

• →Serve as the primary People integration lead for assigned acquisitions, managing timelines, milestones, owners, risks, decisions, and executive updates. 

• →Stand up and lead cross-functional integration pods across HRIS, Payroll, Benefits, Compliance, People Relations, L&D, People Operations, People Business Partners, Legal, Finance, IT, Safety, Operations, and acquired-company leaders. 

• →Define the governance model, meeting cadence, escalation path, deal-tiering approach, decision rights, and post-integration lessons-learned process. 

• →Lead HR diligence, including data requests, workforce analysis, organizational structure, compensation, benefits, payroll, timekeeping, HR systems, policies, employee relations matters, leaves, contracts, and employment compliance. 

• →Partner with Legal, Finance, Payroll, Benefits, Compliance, Operations, and Corporate Development to identify workforce liabilities, cultural risks, transition complexity, retention needs, and mitigation plans. 

• →Translate diligence findings into clear recommendations, integration assumptions, required decisions, and Day 1 readiness requirements. 

• →Own the People Day 1 readiness plan so acquired employees know what is changing, what is not changing, what actions they need to take, and where to get help. 

• →Coordinate readiness across payroll, HRIS, benefits, onboarding, employee support, policy communication, manager enablement, compliance requirements, and system access. 

• →Create employee FAQs, manager talking points, transition guides, issue-routing processes, office hours, pulse checks, and feedback loops to monitor and improve the employee experience. 

• →Partner with Operations and PBPs to translate People processes into practical field execution for technicians, supervisors, dispatchers, managers, and site leaders. 

• →Support talent mapping, org design, reporting-line transitions, leadership alignment, culture assessment, critical-role identification, and retention planning. 

• →Activate field integration champions and partner with Learning & Development on manager enablement, culture onboarding, and change adoption. 

• →Create and maintain reusable tools, including HR diligence checklists, integration project plans, Day 1 readiness trackers, payroll/benefits/HRIS trackers, compliance risk logs, talent dashboards, manager guides, employee communications, and retrospective templates. 

• →Continuously improve the playbook after each deal so integrations become less dependent on ad hoc effort and more consistent, efficient, and measurable. 

• Every acquisition has a documented People integration plan, risk log, owner map, and executive-ready status update. 

• HR diligence is completed for applicable acquisitions and key workforce, compliance, payroll, benefits, talent, and culture risks are surfaced early. 

• Day 1 milestones are completed on time, with minimal first-paycheck, benefits, system-access, or employee-support issues. 

• Critical talent and leadership risks are tracked, field leaders feel equipped to support acquired employees, and employee questions are resolved within agreed service expectations. 

• Lessons learned are captured after each integration and used to improve tools, timelines, governance, and employee experience. 

8+ years of progressive HR, People Operations, HRBP, HR transformation, HR PMO, or M&A integration experience. 

Experience supporting distributed, field-based, hourly, operational, or multi-site workforces. 

Broad HR fluency across HRIS, payroll, benefits, compliance, employee relations, onboarding, talent, communications, and change management. 

Proven ability to lead complex, cross-functional projects through influence in a matrixed environment. 

Strong project management, risk tracking, executive reporting, written communication, and employee-facing communication skills. 

Ability to operate in fast-paced, ambiguous environments and travel across North America as needed. 

Direct experience with M&A integration, post-merger integration, HR diligence, or acquisition-related HR transformation. 

Experience with HRIS, payroll, benefits, timekeeping, or employee-data transitions. 

Experience supporting multi-state, multi-site, or North American employee populations. 

Experience in fleet services, field services, transportation, logistics, automotive, manufacturing, facilities, or another operationally intensive environment. 

Experience with culture integration, organizational design, talent mapping, retention planning, or change management. 

• Integration leadership: turns complex acquisitions into clear plans with owners, dates, risks, decisions, and milestones. 

• Operational credibility: understands that HR processes must work for field managers, technicians, supervisors, dispatchers, and frontline employees. 

• Cross-functional influence: aligns HR, Legal, Finance, IT, Safety, Operations, and acquired-company leaders around a shared plan. 

• Systems thinking: connects payroll, HRIS, benefits, compliance, talent, communications, manager enablement, and employee experience. 

• Employee-centered change: balances speed with clarity, empathy, trust, and business continuity. 

Amerit's growth strategy depends on integrating acquired companies successfully. This role will build the structure, discipline, and repeatability needed to scale through M&A while supporting employees, leaders, customers, and operations through change. 

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