Director, APEX M&A Operations at ServiceNow — NeverHard

Job Description About the Role Think of this role as the mini-COO of ServiceNow's integration portfolio working hand-in-hand with the Sr. Director of Strategic Operations. This role owns integration business end-to-end — from shaping how acquired companies are integrated into ServiceNow, building playbooks and consistent practices to streamline future integrations, to identifying, owning and driving to resolution specific process areas critical to the outcome of integration, in addition to partnering with the team and leadership to drive the strategic priorities of the COO Office and being accountable for whether integration outcomes are actually achieved. This is a business ownership role, not a program management role. The person in this seat makes decisions, drives clarity, and holds the portfolio accountable. They operate at the intersection of strategy and execution — setting direction with the IMO steerco, and ensuring the organization delivers against it. This role will own the outcomes, sometimes managing a process day-to-day, sometimes overseeing direct or indirect team members or You will need to be equally fluent in the boardroom and in the weeds — able to advise the President & COO on integration strategy one hour and resolve a cross-functional escalation the next. This requires someone with strong business judgment, high executive presence, and the credibility to drive decisions across a matrixed organization without direct authority. This role reports to the Senior. Director, APEX IMO What You Will Do Integration Business Ownership Own end-to-end accountability for integration outcomes across the APEX portfolio from close through end-state integration Define what success looks like for each integration: set the business objectives, establish success metrics, and hold workstream owners accountable to results Drive the integration strategy in partnership with the IMO leader — including decisions on scope, sequencing, resourcing, and trade-offs Serve as the primary business decision-maker on integration questions that span functions; escalate only what requires executive resolution Identify risks before they become problems — exercise business judgment to distinguish between noise and issues that threaten integration value COO Strategic Programs & Executive Engagement Serve as a senior operator for the COO Office's strategic agenda — not managing the OKR program itself, but driving the executive alignment, organizational change, and cross-functional momentum that determines whether COO priorities actually land Own the relationships and working rhythms that connect the COO Office to the rest of the company: ELT engagements, VP-level stakeholder relationships, and the informal influence networks that move things when formal authority can't Lead the COO's participation in company-wide strategic cadences — summer strategy, annual planning, leadership offsites, and QBRs — ensuring the COO agenda is well-represented, well-prepared, and lands with impact Drive organizational change and alignment on the COO's highest-priority cross-functional initiatives — identifying where the organization is stuck, building coalitions to move it, and holding progress accountable without creating bureaucracy Identify, shape, and launch new strategic opportunities for the COO team — this person expands the team's capacity to take on more, not just execute what's already on the list Prepare and own executive-facing materials for Amit, Anne, and ELT audiences — these go out with minimal revision; you write at that level natively COO Team Capability & Organizational Leadership Build the COO team's strength and institutional capability — identify gaps, develop talent, and create conditions where the team consistently punches above its weight Lead and develop direct reports including the Sr. Staff PgM; ensure the team is focused, growing, and working on the right things Represent the COO Office in cross-functional forums — you carry the credibility and judgment to speak for the team in high-stakes settings Step into hands-on execution when there is a gap — you know when to lead from the front and when to delegate