What each function owns, what it explicitly does not, and which bodies the program depends on without being able to instruct them. The allocation grid is Artifact 6; both pages are generated from one source, so a function cannot be Accountable here and Consulted there.
1. Why this document exists
⚠⚠ Roughly half the people on the org chart report to someone who appears nowhere on it. The Program Manager is a consultant who leads the IMO and employs nobody in it. Workstream leads are accountable to the program and employed by ACME or by the target. Accountable and Responsible therefore come apart, and a document that only listed who does the work would describe none of the governance that actually holds this program together.
So each function below states what it owns and what it does not. The second half is the useful one: most integration disputes are not about who does a task but about who owns a consequence.
2. The shape of the organization
Eight functions, 2,220,000 combined members, and a roster that legally changes shape at close — the Clean Team exists only before it, the data stewards only after. Four workstreams are paired across the two employers.
| Workstream | ACME lead | Cumberland Valley counterpart |
|---|---|---|
| Claims & Core Administration | W. Ferriday | R. Lattimore |
| Data & EMPI | Dr. A. Ravindran | C. Bhattacharya |
| Application Integration | K. Stallworth | — |
| Cloud & Infrastructure | B. Trammell | — |
Joint accountability for one deliverable across two employers is the arrangement no other suite in this portfolio has. It is not a courtesy: without the counterpart the program cannot find out how the target actually works, and with them it inherits a person whose own future is undecided.
3. The functions, one at a time
Integration Management Office
Lead: C. Tyrrell · Employed by: Arrington (consultant) · Accountable for: D-01, D-09, D-14, D-15
Owns. Program plan, cadence, change control, the single reported status.
Does not own. ⚠ Owns no delivery and no people. The IMO cannot task a workstream member; it can escalate to the employer who can.
Claims & Core Administration
Lead: W. Ferriday · Employed by: ACME · Accountable for: D-02
Owns. Benefit configuration, claims adjudication equivalence, the retiring platform's shutdown.
Does not own. Does not own member identity resolution, and does not own the EDI layer that carries its transactions.
Data & EMPI
Lead: Dr. A. Ravindran · Employed by: ACME · Accountable for: D-05, D-06
Owns. Match rules, survivorship, the steward queue, the enterprise index.
Does not own. ⚠ Does not own the review DECISIONS' clinical consequences, and does not set the privacy audit thresholds it is measured against — those sit with the Privacy Officer, deliberately outside the workstream.
Application Integration
Lead: K. Stallworth · Employed by: ACME · Accountable for: D-07
Owns. The integration layer, the fourteen interfaces, and their retirement conditions.
Does not own. Does not own the applications at either end.
Cloud & Infrastructure
Lead: B. Trammell · Employed by: ACME · Accountable for: D-08
Owns. Landing zone, migration waves, the co-managed operating model and its step-down.
Does not own. Does not own the enterprise agreement commercials, which sit with Procurement.
Business Operations
Lead: — · Employed by: ACME / Cumberland Valley · Accountable for: D-11
Owns. Member communications, ID cards, provider network rationalization, service continuity.
Does not own. Does not own the synergy number it contributes to; that is Finance's.
Corporate & Control
Lead: — · Employed by: ACME · Accountable for: D-04, D-10, D-12, D-13
Owns. Legal entity consolidation, regulatory filings, finance integration, program budget.
Does not own. Does not own the TSA exit sequence.
Vendor & Contract Management
Lead: H. Castellow · Employed by: ACME · Accountable for: D-03
Owns. Inherited contract disposition, novation and change-of-control, vendor SOWs, BAAs.
Does not own. ⚠ Does not sign. Signature authority follows accountability for the COMMITMENT — General Counsel signs every SOW.
4. The bodies the program cannot instruct
Each of these can stop the program and none of them takes direction from it. ⚠ A plan that treats them as resources is wrong in a way that only shows up under time pressure.
Clean Team
Harpeth Clean Team Services, engaged by ACME Legal. Reviews competitively sensitive information pre-close and returns conclusions only.
⚠⚠ Reports to both General Counsel, with no line into the IMO at all. The Program Manager cannot instruct it, cannot see its inputs, and cannot ask it a question that would amount to looking. A clean team the program could direct would not be a barrier.
Integration Steering Committee
D. Ashmore (CFO, Sponsor) and five executives. Approves gates, funds change beyond the delegated limits, decides margin.
Spending negotiated margin is theirs, not the schedule's. Changes above $1,000,000 come here.
Cheatham Mutual Holdings
the divesting parent, under the TSA. Continues providing named services after close, on a meter.
⚠ A counterparty, not a supplier the program selected — and a business associate, because it hosts member data. It has no incentive to accelerate its own exit.
Human Resources
ACME HR, outside the program budget. Retention instruments, severance, and the terms offered to Cumberland Valley staff.
⚠ The program depends on retention it does not fund and cannot promise. Sixteen covered roles are all at the target, and the program needs them for twelve to fifteen months while being unable to offer them twelve to fifteen months of certainty.
Regulators
state insurance department and the FTC/DOJ. Form A approval and HSR clearance, with conditions attached.
Conditions are constraints, not requirements to negotiate — the offshore bar on member data removed a lever the program later needed.
5. Who decides what
| Decision | Sits with | Not with |
|---|---|---|
| Spending negotiated margin | Integration Steering Committee | ⚠ Not the schedule, and not the PM — margin was bought at signing |
| Change above $1,000,000 | Steering Committee | Not the change board |
| Change up to $250,000 | Program Manager | — |
| Signing any vendor SOW | General Counsel | ⚠ Not the PM — he can bind neither side |
| Whether a system is absorbed or preserved | Workstream lead, on evidence | Not the IMO |
| Retention and severance terms | ACME HR | Not the program, and not its budget |
| What the Clean Team may look at | Both General Counsel | ⚠ Not the IMO, at all |
6. Translating from roles you already know
| If you know | The nearest thing here | ⚠ Where the analogy breaks |
|---|---|---|
| Project sponsor | Integration Steering Committee | Decides margin and gates; does not resolve delivery disputes |
| Delivery manager | Workstream lead | Accountable to the program, employed elsewhere |
| PMO | The IMO | ⚠ Runs cadence and change control and directs nobody |
| Business analyst | The paired counterpart | The knowledge sits with someone whose job may not survive |
| Vendor manager | Vendor & Contract Management | ⚠ Disposes of INHERITED contracts as well as buying — novation, change-of-control, BAAs |
| Compliance | Privacy Officer and the Clean Team | One audits the program; the other the program may not speak to |
Related: 52 — RACI Matrix · 4 — IMO Governance · 15 — Organization Chart · 51 — Glossary