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Jacqueline Burgess, previously employed at a prominent New York investment bank as an equity trader, has returned as an MBA summer intern. Her primary responsibility is to assist the heads of the HR department with the integration of a recently-acquired California equity research firm. The case opens and ends with Jacqueline trying to manage an irate head of security for a perceived breach of security caused by differences in New York and California labor law. In between, a multitude of other urgent and less urgent issues are raised. This case allows students to approach real-time post-merger integration issues from both a technical and human relations point of view. Though the case is seen through the experiences of Jacqueline Burgess, there is a prominent sub-story of the decisions and policy choices associated with the ''plumbing and wiring'' stage of post-merger activities. Key issues to be addressed include assembling the ''right'' integration team, resolving title and salary mapping differences, and managing a significant cultural shift.