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 

1. 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. 

1. 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. 

1. 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. 

1. 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. 

1. 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. 

1. 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