Integration Manager

• The Integration Manager is responsible for ensuring Kardex Solutions projects transition successfully from implementation into stable customer operations with the lowest possible level of post-go-live support issues.
• This role serves as the operational bridge between Project Management, Solution Engineering, Software, Controls, Commissioning, Customer Support, and the customer’s operational and IT teams.
• The Integration Manager becomes actively involved before system go-live and remains engaged through the early operational life of the solution, with particular focus on the first six months after deployment.
• The primary objective of the role is to ensure that systems are not simply technically complete, but are operationally ready, properly integrated, fully documented, effectively handed over, and capable of being supported efficiently after launch.
• The Integration Manager will help identify implementation risks before go-live, coordinate system-level validation, ensure support teams understand the deployed solution, and drive rapid resolution of recurring issues during the stabilization period.
• Success in this position will directly improve:
• •Customer satisfaction
• •System stability
• •First-six-month support performance
• •Project-to-service handoff
• •Issue resolution speed
• •System availability
• •Customer adoption
• •Internal accountability
• •Long-term serviceability

Your tasks

Key Responsibilities

Deployment Readiness

Lead a structured deployment-readiness process before customer go-live.

Confirm that the complete integrated solution is prepared for operational use, including:

• •Mechanical systems
• •Controls
• •AutoStore
• •Conveyor
• •Peripheral equipment
• •Software
• •WMS/WCS/WES interfaces
• •Host integrations
• •Network infrastructure
• •User access
• •Operational workflows
• •Support documentation

Ensure outstanding technical, operational, and integration risks are clearly identified before launch.

Establish and maintain a formal Go-Live Readiness Checklist for each assigned project.

Identify unresolved issues that could create operational disruption after go-live and drive ownership and closure before the system enters production.

System Integration Coordination

Coordinate system-level integration across all technology components included within the Kardex Solutions scope.

Typical systems may include:

• •AutoStore
• •Conveyor and sortation
• •Goods-to-person technologies
• •AMRs or AGVs
• •Robotics
• •Kardex software platforms
• •WCS/WES
• •PLC and controls systems
• •Customer WMS or ERP platforms
• •Shipping systems
• •Print-and-apply systems
• •Scanners and identification systems
• •Third-party automation

Ensure that interfaces between systems are properly defined, tested, documented, and understood by the teams responsible for ongoing support.

The Integration Manager does not necessarily develop every interface or control sequence but is accountable for ensuring the entire integrated solution functions as intended .

Integration Testing

Coordinate and support structured testing prior to production launch.

Testing should include, where appropriate:

• •Interface testing
• •End-to-end transaction testing
• •Order lifecycle testing
• •Inventory transactions
• •Replenishment workflows
• •Picking workflows
• •Packing workflows
• •Exception handling
• •Equipment fault recovery
• •Communication interruptions
• •Host-system interruptions
• •Recovery procedures
• •Peak throughput testing
• •Stress testing
• •User acceptance testing

Ensure testing represents realistic customer operating conditions , rather than isolated equipment functionality.

Maintain clear documentation of test results, open issues, responsibilities, and corrective actions.

Operational Readiness

Work with the customer and internal teams to ensure the operation is prepared to successfully use the system.

Validate that:

• •Standard operating procedures are established
• •Operators are trained
• •Supervisors are trained
• •Maintenance teams are trained
• •Customer IT teams understand integration dependencies
• •Exception processes are defined
• •Escalation procedures are documented
• •Spare parts requirements are established
• •System monitoring is operational
• •Support contacts are clearly defined

Ensure the customer understands how to operate the solution during both normal and abnormal conditions.

Service & Support Handoff

Own the transition of the deployed system from the project organization to the Kardex Solutions support organization.

Ensure the support team receives complete and accurate system information before taking operational responsibility.

Required handoff documentation may include:

• •Final system architecture
• •Equipment lists
• •Network architecture
• •IP addressing
• •Software versions
• •PLC versions
• •Configuration files
• •Integration specifications
• •Interface mappings
• •Customer contacts
• •Vendor contacts
• •Warranty information
• •Spare parts lists
• •Known issues
• •Troubleshooting procedures
• •Escalation paths
• •Project-specific operational considerations

Conduct a formal Project-to-Support Handoff Review before the system enters steady-state support.

Go-Live Support

Coordinate Kardex Solutions resources during system launch and the initial production period.

Establish clear responsibilities across:

• •Project Management
• •Engineering
• •Software
• •Controls
• •Commissioning
• •Customer Support
• •Third-party suppliers
• •Customer operations
• •Customer IT

Ensure critical issues are quickly assigned to the correct resource and are not delayed because ownership is unclear.

Support structured daily or weekly go-live reviews depending on the complexity and maturity of the deployment.

Six-Month Stabilization Period

Maintain oversight of project performance during the first six months following go-live.

Monitor:

• •Support ticket volume
• •Repeat issues
• •System availability
• •Equipment faults
• •Software incidents
• •Interface failures
• •Operational exceptions
• •Customer escalation volume
• •Response time
• •Resolution time

Identify trends rather than treating each support ticket as an isolated event.

Drive root-cause investigations for recurring or high-impact issues.

Ensure permanent corrective actions are implemented rather than relying on temporary workarounds.

Root Cause & Continuous Improvement

Lead or coordinate structured root-cause analysis for significant or recurring deployment issues.

Methods may include:

• •5 Why analysis
• •Fault-tree analysis
• •Failure mode analysis
• •Issue trending
• •Pareto analysis
• •Log analysis
• •System performance reviews

Identify whether issues originated from:

• •Solution design
• •Engineering
• •Software
• •Controls
• •Configuration
• •Installation
• •Commissioning
• •Training
• •Operational procedures
• •Customer infrastructure
• •Third-party systems

Ensure lessons learned are documented and incorporated into future projects.

Project Lessons Learned

Conduct a formal lessons-learned review approximately 90–180 days after go-live .

Capture findings related to:

• •Design assumptions
• •Integration requirements
• •Software configuration
• •Commissioning
• •Testing
• •Training
• •Customer readiness
• •Support documentation
• •Third-party dependencies
• •Operational performance

Work with Engineering, Product Management, Project Management, and Service to convert recurring lessons into standardized improvements.

The goal is not simply to solve individual project issues, but to prevent the same issues from occurring on future projects .

Customer Relationship

Serve as a trusted technical and operational resource during the transition from project implementation to stable operations.

Communicate clearly with customer stakeholders regarding:

• •System status
• •Open issues
• •Root causes
• •Corrective actions
• •Operational risks
• •Resolution timelines
• •Support responsibilities

Maintain appropriate urgency while ensuring customer expectations remain realistic and aligned with contractual responsibilities.

Cross-Functional Collaboration

The Integration Manager