Delivery leadership across three acquired-business integrations

Software Delivery Manager across a 30-person organization integrating three acquired companies into NFP Connect and the Azure technology stack.

Business context

The engagement concerned three acquired companies, including Covala Group, and integration with NFP Connect and the broader NFP Azure technology stack.

The problem

Translating acquired-company business models, application landscapes, and integration needs into requirements, application components, delivery plans, and release milestones.

Constraints

A contract delivery engagement via PlanIT Group, multiple acquired-company application landscapes, and coordination across business stakeholders, PMO, engineering, QA, and release management.

Arthur’s role

Software Delivery Manager, September 2022 - April 2023: delivery coordination across a 30-person organization and acquired-company integration work.

Diagnosis & decision

Illustrative leadership reasoning: integration planning needs clear ownership and explicit dependencies.

Architecture & operating approach

Coordinated requirements, C#/.NET and SQL Server delivery in Azure, architecture discussions, code review coordination, release gates, dependencies, and deployment readiness.

Outcome

Documented scope: managed delivery across a 30-person organization integrating three acquired companies. Available evidence does not establish completion of all three integrations or quantify post-integration business results.

Executive lesson

Leadership lesson: sequence integration by evidence about dependencies and risk, while retaining the knowledge of the teams closest to the acquired systems.

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