Product Excellence Leader

About the role

Grade Level (for internal use): 13 About the Role: CX Product Excellence Leader The Product Excellence sits at the center of the organization's ability to execute. It exists because good strategy and strong function leaders are not enough if the operating infrastructure is broken. This person makes the machine run. The role requires someone who can hold the operational picture across four functions and a governing council, identify where things are slipping before they become problems, and take personal ownership of making the organization more effective without needing to be asked. The Head of Customer and Commercial Platforms should be able to focus on strategy and stakeholder leadership with confidence that operations are handled. Responsibilities & Impact: Organizational Intelligence & Insights Own the operational data picture of the product organization: usage trends, NPS signals, delivery metrics, SLA performance, and roadmap health. Surface patterns, risks, and opportunities before they become escalations. Product, Data, UX and Support functions should never be surprised by something this role could have seen coming. Build and maintain a single operational dashboard that gives the Growth Council and senior leadership a trusted, current view of organizational performance. Partner with the Data function on platform intelligence but own the organizational and operational analytics independently. These are complementary, not overlapping mandates. Establish a disciplined prioritization framework that evaluates every initiative against business impact, user value, and feasibility; communicate roadmap and trade-offs with transparency to senior stakeholders Continuously refine team practices, tools, and operating rhythms - building a function that becomes more capable and efficient as the platform and roadmap mature Tools, Infrastructure & Operating Rhythms Own the product organization's tool stack and ensure it serves the team rather than burdening it. Standardize operating rhythms across all four functions: intake processes, review cadences, reporting formats, and communication templates. Ensure institutional knowledge is documented, accessible, and not dependent on any individual. Own the mechanics of the Growth Council: agenda preparation, decision documentation, follow-through tracking, and pre-read distribution. The council should be able to focus entirely on decisions, not logistics. Process Optimization & Release Coordination Identify and eliminate process friction across the organization. Where functions are stepping on each other, where handoffs are losing context, where decisions are taking longer than they should. Coordinate the release management process across Execution, Data, and UX, ensuring releases land effectively with the commercial teams that depend on them. Own the go-to-market coordination layer: ensuring Revenue, Account Management, and Customer Success have what they need before a change ships, not after. Cross-Functional Alignment & Stakeholder Operations Serve as the primary operational interface between the product organization and Finance, HR, Technology, and Revenue leadership on matters of planning, resourcing, and organizational coordination. Support the Head of Customer and Commercial Platforms in preparing for executive conversations and leadership presentations. Own the operational content so the strategic narrative can lead. Manage the steer co operational mechanics in partnership with the program management function, ensuring the governing body runs on the Growth Council's agenda. Flag misalignment early. When cross-functional expectations are diverging from delivery reality, this role surfaces it and convenes the right people to resolve it. What Success Looks Like The Head of Customer and Commercial Platforms spends significantly more time on strategy and stakeholder leadership, and significantly less time on operational coordination and logistics. The Growth Council runs with a consistent agenda, clear pre-reads, documented decisions, and tracked follow-through. No decision falls through the cracks. Senior leadership always has a trusted operational picture of the product organization, with no narrative gaps and no surprises. Cross-functional stakeholders describe the product organization as reliable, coordinated, and easy to work with. Compensation/Benefits Information: (This section is only applicable to US candidates) S&P Global states that the anticipated base salary range for this position is $135,571 to $202,929. Final base salary for this role will be based on the individual's geographic location, as well as experience level, skill set, training, licenses and certifications. In addition to base compensation, this role is eligible for an annual incentive plan. This role is eligible to receive additional S&P Global benefits.

Requirements

• Basic Required Qualifications:
• Operational rigor and the ability to build systems that sca

Benefits

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Company Intel

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