Vice President, Project Management Lead

S&P Global; New York (NY); On-site; USD 180,000 - 250,000; Full time

Job summary

The Vice President, Project Management Lead at S&P Global is a senior enterprise leader accountable for end-to-end governance and execution of a portfolio of complex strategic programs, focusing on M&A, integrations, separations, and enterprise transformation. You will set delivery architecture and performance transparency across the organization.

You will work across business units, corporate functions, and external advisors to align authority, anticipate risks, and enable timely executive

Responsibilities

• Own enterprise portfolio and project management for priority M&A and strategic transformation initiatives, from mobilization to value realization.
• Design the end-to-end program structure: scope, outcomes, governance, milestones, and resource plans.
• Translate enterprise strategy into executable roadmaps with clear accountability and measurable outcomes.
• Lead multiple interconnected initiatives as an integrated portfolio balancing value, risk, cost, and readiness.
• Provide leadership to PMO leads and delivery teams, establishing consistent standards and ways of working.

Job description

The Team

The Portfolio Management team drives enterprise-wide strategic agendas with cross-functional authority and visibility. The team partners closely with senior business leaders to bring structure, rigor, strategic clarity, and integrated oversight to the organization’s most critical decisions and initiatives. Operating at the intersection of business strategy, financial performance, and operational execution, the team shapes prioritization, resource allocation, governance, and delivery across a complex global organization.

About The Role

Grade Level (for internal use): 15

The Team

The Portfolio Management team drives enterprise-wide strategic agendas with cross-functional authority and visibility. The team partners closely with senior business leaders to bring structure, rigor, strategic clarity, and integrated oversight to the organization’s most critical decisions and initiatives. Operating at the intersection of business strategy, financial performance, and operational execution, the team shapes prioritization, resource allocation, governance, and delivery across a complex global organization.

The Role

The Vice President, Project Management Lead is a senior enterprise leader accountable for the end-to-end governance and execution of a portfolio of complex strategic programs, with a particular focus on M&A, integrations, separations, and enterprise transformation. The role establishes the delivery architecture, decision forums, operating cadence, and performance transparency required 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 Vice President creates alignment where authority is distributed, anticipates enterprise-level risks, and enables timely executive decisions. The role is expected to combine strategic judgment, financial and commercial acumen, rigorous program leadership, and the presence to influence C-suite and Executive Committee stakeholders.

Responsibilities And Impact

• Enterprise Portfolio and Program Leadership
  • Own enterprise portfolio and project management for priority M&A and strategic transformation initiatives, from initial mobilization and planning through execution, Day 1 readiness, stabilization, and value realization.
  • Design the end-to-end program structure, 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 against commitments.
  • Lead multiple interconnected initiatives as an integrated portfolio, balancing strategic value, capacity, risk, timing, cost, and organizational readiness.
  • Provide direct leadership and strategic support to the applicable Project Management Office lead, workstream PMs, and functional delivery teams, establishing consistent standards and ways of working.
• Governance and Executive Decision Support
  • Establish and chair effective governance routines, including executive steering committees, portfolio reviews, transaction management forums, workstream reviews, and risk and readiness sessions.
  • Clarify decision rights and escalation paths; maintain a disciplined record of critical decisions, assumptions, dependencies, open issues, and executive actions.
  • Prepare concise, decision-oriented materials for C-suite and Executive Committee audiences, including portfolio dashboards, investment scorecards, readiness views, risk and dependency analyses, and recommendations.
  • Synthesize complex inputs across functions and workstreams into a coherent enterprise narrative that highlights choices, trade‑offs, implications, and required decisions.
  • Ensure governance is proportionate to program complexity and enables pace without compromising control, accountability, or quality.
• M&A, Integration and Separation Execution
  • Develop and manage the integrated transaction plan, including milestones, deliverables, critical paths, Day 1 readiness, integration or separation priorities, transition activities, and post-close stabilization.
  • Coordinate critical cross‑functional workstreams, which may include Transition Service Agreements, operating model design, technology and data separation, revenue reconciliation, finance, people, legal, compliance, communications, commercial readiness, and customer continuity.
  • Drive scope clarity across each workstream, explicitly defining what is in scope, out of scope, deferred, dependent on another decision, or subject to transitional arrangements.
  • Connect transaction strategy to operational execution, ensuring interdependencies are visible and that functional plans converge into an integrated enterprise outcome.
  • Partner with transaction owners and external advisors to maintain pace, resolve ambiguity, and adapt plans as deal assumptions or business conditions evolve.
• Financial Oversight and Value Realization
  • Partner with Finance and business leaders to build and maintain the integrated financial view of the portfolio, including approved investment, transaction‑related costs, synergies, dis‑synergies, ongoing run‑rate impacts, and value capture.
  • Establish benefit‑realization disciplines that connect business cases to named 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 moves off plan.
  • Enable prioritization and resource‑allocation decisions through transparent analysis of strategic value, financial return, capacity constraints, execution risk, and opportunity cost.
• Risk, Dependency and Readiness Management
  • Own the enterprise view of program risk, issues, assumptions, and dependencies, with particular focus on cross‑workstream impacts that may not be visible within individual functions.
  • Anticipate execution barriers and decision bottlenecks; develop practical mitigation, contingency, and recovery plans before they threaten critical milestones.
  • Define readiness criteria and evidence‑based assessments for major milestones, including Day 1, cutover, launch, close, transition exit, and stabilization.
  • Escalate material risks with clear context, business implications, options, and recommendations rather than reporting status alone.
  • Ensure lessons learned are translated into stronger portfolio standards, reusable playbooks, and improved enterprise delivery capability.
• Stakeholder, Supplier and Team Leadership
  • Influence and integrate senior leaders and delivery teams across a highly matrixed, global environment, frequently without direct or formal authority.
  • Build trusted relationships with workstream leads, transaction owners, functional executives, external advisors, and suppliers while maintaining constructive challenge and accountability.
  • Set clear expectations for delivery quality, communication, issue resolution,