Vice President, Project Management Lead

S&P Global

2d•$176,300 - $314,600

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 move initiatives from strategy through execution and value realization. Working across business units, corporate functions, workstream leaders, transaction owners, external advisors, and suppliers, the role creates alignment across distributed authority, anticipates enterprise-level risks, and enables timely executive decisions. It combines strategic judgment, financial and commercial acumen, rigorous program leadership, and the ability to influence C-suite and Executive Committee stakeholders. The position owns enterprise portfolio and project management for priority initiatives; designs program structures and governance; provides executive decision support; manages M&A integration and separation execution; oversees financial performance and benefit realization; and leads risk, dependency, and readiness management. It also leads and develops project management talent, embeds scalable portfolio standards, and applies appropriate predictive, Agile, SAFe, or hybrid delivery methods. S&P Global describes its mission as advancing Essential Intelligence and highlights its values of Integrity, Discovery, and Partnership. The organization states that it is committed to a more equitable future and helping customers find sustainable ways of doing business.

Requirements

Bachelor’s degree in Finance, Business Administration, Economics, Engineering, Technology, or another relevant discipline.
Typically 12+ 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 proven 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 establish accountability across distributed reporting lines.
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 who reach 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 equivalent recognized certification.
Experience applying Agile, SAFe, or hybrid portfolio-management methods in a large enterprise environment.
Hands-on experience with Planview, Clarity PPM, ServiceNow Strategic Portfolio Management, or Microsoft Project Online.
Proficiency with 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 end-to-end program structures, including scope, outcomes, workstreams, governance, decision rights, 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 PMs, and functional delivery teams.
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 decisions, assumptions, dependencies, issues, and executive actions.
Prepare decision-oriented materials for senior executives, including dashboards, investment scorecards, readiness views, risk and dependency analyses, and recommendations.
Synthesize cross-functional and workstream inputs into enterprise narratives that clarify choices, trade-offs, implications, and required decisions.
Develop and manage integrated transaction plans, including milestones, Day 1 readiness, integration or separation priorities, transition activities, and post-close stabilization.
Coordinate cross-functional workstreams such as TSAs, operating model design, technology and data separation, finance, people, legal, compliance, communications, commercial readiness, and customer continuity.
Define and manage workstream scope, including in-scope, out-of-scope, deferred, decision-dependent, and transitional items.
Connect transaction strategy to operational execution and ensure interdependencies and functional plans converge on integrated outcomes.
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 the portfolio’s integrated financial view, including investment, transaction costs, synergies, dis-synergies, run-rate impacts, and value capture.
Establish benefit-realization disciplines that connect business cases to owners, baselines, timing, milestones, measures, and executive reporting.
Challenge financial assumptions and forecasts, identify variance drivers, and ensure corrective actions are defined when value, cost, or timing deviates from plan.
Enable prioritization and resource allocation through analysis of strategic value, financial return, capacity, risk, and opportunity cost.
Own the enterprise view of program risks, issues, assumptions, and dependencies, especially cross-workstream impacts.
Anticipate execution barriers and decision bottlenecks and develop mitigation, contingency, and recovery plans.
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 formal 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, communications, 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 an 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 approaches appropriate to each initiative’s nature and risk profile.
Promote high-quality portfolio data and use 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 execution.