Middle Office Strategy and Implementation, Senior Vice President

State Street; Quincy (MA); On-site; USD 180,000 - 300,000; Full time

Job summary

State Street seeks a senior business transformation executive to define and lead the strategic direction for Middle Office services supporting major asset managers. You will own the enterprise-wide transformation agenda, design the target operating model, and align client and enterprise priorities into an executable portfolio of improvements.

You will partner across Operations, Product, Risk, Finance and Technology to set standards and drive measurable outcomes, including capability roadmaps,

Responsibilities

• Define the end-to-end business transformation agenda across transaction processing, positions, cash, reconciliations, exception management, client reporting, controls and operational oversight.

Job description

Overview

We are seeking a senior business transformation executive to establish and lead the strategic direction for Middle Office services supporting major asset managers. The role is accountable for defining the business transformation agenda, designing the future operating model, aligning client and enterprise priorities, and converting that direction into an executable portfolio of service, process and organizational improvements.

This role provides the business leadership that connects client outcomes, operational performance, technology, risk and control priorities, and investment decisions. The role will set business standards, govern key choices and ensure that individual initiatives collectively advance a coherent target operating model.

Role Mandate & Boundaries

Own the enterprise-wide Middle Office transformation and service strategy, including business principles, capability priorities, transition states and measurable outcomes for major asset managers.

Act as the business decision authority across client-specific and enterprise initiatives, with accountability for alignment, prioritization, exceptions and reuse of common operating capabilities.

Create the business capability roadmap and investment sequence.

Deliver both an interim operating model and a final target operating model.

Key Responsibilities

Middle Office business transformation

• Define the end-to-end business transformation agenda across transaction processing, positions, cash, reconciliations, exception management, client reporting, controls and operational oversight.
• Create current-state process, capability and dependency views; identify service, control and operating-model gaps; and define practical transition plans that reduce fragmentation without disrupting client service.
• Partner with Operations, Product, Client Management, Risk and Finance to define service standards, decision rights, accountability, performance measures and implementation priorities.
• Chair business design and transformation reviews, maintaining traceability from client outcomes and control requirements to approved operating-model decisions, investments and delivery evidence.

Operating model and service strategy

• Design a clear target operating model covering organizational responsibilities, service delivery, process ownership, governance, controls, escalation paths and performance management.
• Establish a prioritized portfolio of business capabilities focused on service quality, operational efficiency, exception reduction, control effectiveness, scalability and client transparency.
• Define use‑case and initiative qualification standards based on client value, operational risk, process readiness, control design, scalability and total cost; stop or redirect concepts that do not meet agreed thresholds.
• Partner with business and operations leaders to define authoritative process ownership, common business definitions, service‑level expectations and management information required for effective oversight.
• Move successful pilots into sustainable business operations by establishing acceptance criteria, operating ownership, training, change adoption and post‑implementation performance measures.

Transformation portfolio and investment governance

• Translate business and operating‑model gaps into a sequenced portfolio of service, process, control and organizational investments with explicit outcomes, dependencies, costs, risks and benefits.
• Provide independent challenge to proposals and investment cases; identify where common enterprise capabilities should be reused, extended, consolidated or retired rather than duplicated.
• Define transformation scorecards and report progress through measures such as client outcomes, process simplification, control effectiveness, service quality, productivity, adoption and realized benefits.
• Guide annual and multi‑year planning so near‑term commitments remain consistent with the target operating model and client strategy.

Executive client and enterprise engagement

• Advise senior client and State Street stakeholders on business strategy, service opportunities, operating‑model choices, delivery constraints and investment trade‑offs.
• Convert complex business and operational subjects into clear decision papers, options and recommendations for executive, client, risk and investment forums.
• Represent Middle Office business requirements in enterprise governance while ensuring client‑specific needs do not create avoidable complexity or fragmentation.
• Build durable alignment across Operations, Product, Client Management, Risk, Compliance, Legal, Finance, Procurement and Human Resources.

AI, data and intelligent operations strategy

• Build a prioritized portfolio of AI‑enabled Middle Office capabilities, including operational knowledge assistance, exception triage, workflow orchestration, control monitoring, root‑cause analysis and decision support.
• Define the reference architecture for AI solutions, covering approved models and services, data