Vice President, Project Management Lead

S&P Global•Hyderabad, Telangāna

About The Position

The Vice President, Project Management Lead is a senior enterprise leader accountable for end-to-end governance and execution of a portfolio of complex strategic programs, particularly M&A, integrations, separations, and enterprise transformation. The role establishes the delivery architecture, decision forums, operating cadence, and performance transparency needed to take initiatives from strategy through execution and value realization. Working across business units, corporate functions, workstream leaders, transaction owners, external advisors, and suppliers, the Vice President creates alignment in a distributed-authority environment, anticipates enterprise-level risks, and enables timely executive decisions. The position combines strategic judgment, financial and commercial acumen, rigorous program leadership, and the ability to influence C-suite and Executive Committee stakeholders. The role also sets portfolio-management standards and leads project and portfolio talent. It is based in Hyderabad, Telangana, India. The position is eligible for an annual incentive plan and S&P Global benefits. The stated US-candidate base salary range is $176,300 to $314,600; final base pay depends on location, experience, skills, training, licenses, and certifications.

Requirements

Bachelor’s degree in Finance, Business Administration, Economics, Engineering, Technology, or another relevant discipline.
Typically 12 or more years of progressive experience in enterprise program management, portfolio management, strategic planning, transformation, transaction execution, or related disciplines within a large-scale, matrixed organization.
Demonstrated leadership of complex, cross-functional programs with material strategic, financial, operational, technology, customer, or organizational impact.
Direct experience supporting M&A integration, separation, carve-out, joint venture, or major enterprise transformation initiatives.
Proven ability to design and operate portfolio governance, including stage gates, prioritization, integrated planning, executive steering, risk management, readiness, and benefit-realization tracking.
Strong financial and commercial acumen, including business-case development, ROI analysis, budget oversight, forecast challenge, synergy tracking, and value-realization reporting.
Executive presence and a record of presenting portfolio insights, strategic choices, and recommendations to C-suite and senior leadership audiences.
Ability to lead through influence across organizational boundaries, reconcile competing priorities, and create accountability where reporting lines are distributed.
Exceptional written and verbal communication skills, including the ability to simplify complex issues and tailor messages across functions, levels, and cultures.
Demonstrated discretion and judgment when handling confidential transaction, financial, people, customer, and organizational information.
External candidates reaching the final interview stage must attend at least one in-person interview, ordinarily at the nearest S&P Global office, before the company can proceed to an offer.

Nice To Haves

Project Management Professional (PMP), Portfolio Management Professional (PfMP), PgMP, or an equivalent recognized certification.
Experience applying Agile, SAFe, or hybrid portfolio-management methods in a large enterprise environment.
Hands-on experience with portfolio-management platforms such as Planview, Clarity PPM, ServiceNow Strategic Portfolio Management, or Microsoft Project Online.
Proficiency with portfolio analytics and visualization tools, including Power BI or Tableau, for executive-grade reporting and scenario views.
Experience in financial data, information services, financial services, technology-enabled services, or capital markets environments.
Experience working across geographies and time zones and leading programs with significant regulatory, data, technology, supplier, or change-management dependencies.

Responsibilities

Own enterprise portfolio and project management for priority M&A and strategic transformation initiatives, from mobilization and planning through execution, Day 1 readiness, stabilization, and value realization.
Design program structures, including scope, outcomes, workstreams, governance, decision rights, integrated plans, milestones, deliverables, critical paths, dependencies, resourcing assumptions, and escalation protocols.
Translate enterprise strategy and transaction objectives into executable roadmaps with clear accountabilities, measurable outcomes, and transparent progress reporting.
Lead interconnected initiatives as an integrated portfolio, balancing strategic value, capacity, risk, timing, cost, and organizational readiness.
Provide leadership and strategic support to the applicable Project Management Office lead, workstream project managers, and functional delivery teams; establish consistent delivery standards and practices.
Establish and chair governance routines, including executive steering committees, portfolio reviews, transaction management forums, workstream reviews, and risk and readiness sessions.
Clarify decision rights and escalation paths, and maintain records of critical decisions, assumptions, dependencies, open issues, and executive actions.
Prepare concise, decision-oriented materials for C-suite and Executive Committee audiences, including dashboards, investment scorecards, readiness views, risk and dependency analyses, and recommendations.
Synthesize cross-functional inputs into enterprise-level narratives that explain choices, trade-offs, implications, and required decisions.
Ensure governance is proportionate to program complexity and supports pace while maintaining control, accountability, and quality.
Develop and manage integrated transaction plans covering milestones, deliverables, critical paths, Day 1 readiness, integration or separation priorities, transition activities, and post-close stabilization.
Coordinate cross-functional transaction workstreams, potentially including Transition Service Agreements, operating model design, technology and data separation, revenue reconciliation, finance, people, legal, compliance, communications, commercial readiness, and customer continuity.
Clarify workstream scope, including what is in scope, out of scope, deferred, dependent on decisions, or subject to transitional arrangements.
Connect transaction strategy to operational execution, making interdependencies visible and ensuring functional plans converge into an integrated enterprise outcome.
Partner with transaction owners and external advisors to maintain pace, resolve ambiguity, and adapt plans as assumptions or business conditions change.
Partner with Finance and business leaders to maintain an integrated portfolio financial view, including approved investment, transaction costs, synergies, dis-synergies, run-rate impacts, and value capture.
Establish benefit-realization practices linking business cases to owners, baselines, timing, milestones, performance measures, and executive reporting.
Challenge financial assumptions and delivery forecasts, identify variance drivers, and ensure corrective actions are defined when value, cost, or timing diverges from plan.
Support prioritization and resource-allocation decisions with analysis of strategic value, financial return, capacity constraints, execution risk, and opportunity cost.
Own the enterprise view of program risks, issues, assumptions, and dependencies, especially cross-workstream impacts not visible within individual functions.
Anticipate execution barriers and decision bottlenecks and develop mitigation, contingency, and recovery plans before critical milestones are threatened.
Define readiness criteria and evidence-based assessments for milestones such as Day 1, cutover, launch, close, transition exit, and stabilization.
Escalate material risks with context, business implications, options, and recommendations.
Translate lessons learned into stronger portfolio standards, reusable playbooks, and improved enterprise delivery capability.
Influence and integrate senior leaders and delivery teams across a highly matrixed global environment, often without direct authority.
Build relationships with workstream leads, transaction owners, functional executives, external advisors, and suppliers while maintaining constructive challenge and accountability.
Set expectations for delivery quality, communication, issue resolution, and executive engagement across internal teams and third parties.
Lead, coach, and develop project and portfolio management talent; clarify roles, delegate effectively, and foster a high-performing, outcomes-focused culture.
Model inclusive leadership, sound judgment, resilience, and calm execution in high-pressure and confidential environments.
Design and embed scalable portfolio-management standards, stage gates, prioritization models, templates, reporting disciplines, and benefit-realization practices.
Apply predictive, Agile, SAFe, and hybrid delivery methods as appropriate to each initiative’s nature and risk profile.
Promote high-quality portfolio data and practical use of tools and analytics to improve transparency, forecasting, scenario planning, and executive decision-making.
Serve as an enterprise subject matter expert, applying external practices and internal lessons to strengthen complex-change delivery capability.