Senior Director, Secure MA&D

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Job Summary: The Senior Director, Secure MA&D owns the enterprise strategy, governance, and delivery of cybersecurity across the full transaction lifecycle - pre-close due diligence, Day 1 readiness, post-close integration, and divestiture separation. This role is the single accountable security leader to Corporate Development, Finance, and Legal for cyber risk that affects valuation, deal structure, closing conditions, and integration cost. The Senior Director leads a global team of principals and analysts and a bench of third-party diligence partners; sets the risk thresholds and decision rights that determine when a cyber finding is deal-impacting; advises executive leadership and the Board on aggregate transaction risk; and drives the organizational change required to bring acquired entities onto enterprise security standards.

Strategic Leadership and Program Ownership Own and evolve the enterprise Secure MA&D strategy, operating model, and capability roadmap covering acquisitions, divestitures, carve-outs, joint ventures, and minority investments. Establish the governance framework, decision rights, risk thresholds, and escalation criteria that determine when a cyber finding is deal-impacting versus a post-close remediation item. Set the standard for diligence playbooks, cost models, integration blueprints, Day 1 control baselines, and executive reporting used across the transaction portfolio. Own the function's annual plan, budget, tooling, and third-party bench, sized to support an unpredictable and confidential deal pipeline. Define and report the metrics that demonstrate program effectiveness, including diligence cycle time, cost-estimate accuracy, Day 1 control coverage, and time to remediate inherited risk.

Secure MA&D as an enabler of inorganic growth by balancing speed of deal execution against defensible risk coverage. People and Vendor Leadership Lead, coach, and develop a global team of Secure MA&D principals and analysts; set performance standards, career paths, and succession plans. Allocate scarce specialist capacity across concurrent transactions and adjust staffing as deals accelerate, pause, or collapse. Direct third-party diligence and integration partners end to end, including selection, scoping, commercial terms, quality assurance, and performance management. Build a team culture of disciplined judgment, documentation, and absolute confidentiality consistent with material non-public information obligations. Serve as player-coach on the largest, most sensitive, or most contested transactions. MA&D Lifecycle Execution Direct pre-close cybersecurity due diligence under compressed timelines, restricted target access, staged data-room release, and clean-team constraints, drawing defensible conclusions from incomplete evidence. Calibrate diligence depth and approach to deal type, size, and thesis, recognizing the differences between a negotiated acquisition, a competitive auction, an asset versus stock purchase, and a carve-out from a larger parent. Quantify and defend remediation, integration, tooling, licensing, labor, and run-rate cost estimates within the deal model, including capital versus operating treatment and dis-synergy impacts. Ensure cyber findings are reflected in deal documents and protections, including representations and warranties, purchase price adjustments, escrow and indemnity, disclosure schedules, and closing conditions. Define security requirements and exit criteria for Transition Service Agreements and reverse TSAs; direct separation planning for divestitures,