SVP, Transformation

About the role

Grade Level (for internal use): 18 The Team: The Transformation team reports directly to the Chief Technology and Transformation Officer and drives enterprise-wide execution of S&P Global's transformation priorities to accelerate value creation across the business. The SVP, Transformation will set bold, forward-looking direction while translating ambition into integrated plans and tangible outcomes enabled through the Enterprise Program Management Office. Responsibilities and Impact: Enterprise Transformation Leadership: Own and steward S&P Global's enterprise-wide transformation agenda, ensuring sustained value creation across business, technology, operating models, and culture. Act as the enterprise orchestrator of complex, cross-functional change, translating strategic ambition into integrated roadmaps, sequenced execution, and measurable outcomes. Serve as a trusted partner to the CEO, ELT, and Technology teams shaping the transformation narrative and holding leaders accountable for results. Transformation roadmap: Define and maintain internal transformation roadmap in an ever-changing environment including accelerating technological change, AI adoption, evolving customer expectations, and regulatory complexity. Partner with and support our SVP, Enterprise Strategy on the longer 5-10 year strategy. Balance near-term impact delivery with long-term enterprise resilience, agility, and growth. Technology & Product Collaboration: Collaborate with CTOs and Product teams to enable transformation within and across all divisions and functions, including Technology, by establishing shared goals, operating rhythms, and enterprise-level performance metrics. Champion a product mindset through close alignment with Technology and Product Leads around shared priorities, joint roadmaps, and clear accountability for delivering scalable solutions and measurable business outcomes. Ensure technology investments are tightly coupled to business outcomes, adoption, and realized value-not activity alone. Value Realization & Change Adoption: Partner with Finance to define clear success measures for transformation efforts, including revenue growth, productivity gains, execution speed, cost efficiency, risk reduction, and strategic enablement. Collaborate with the People Team on change management to drive disciplined change adoption, ensuring new capabilities, processes, and ways of working translate into sustained enterprise impact. Act as a visible role model for transformation leadership, reinforcing accountability, transparency, and a performance-driven culture. Enterprise PMO & Transformation Governance Lead the Enterprise PMO / Transformation Office, establishing portfolio governance, investment prioritization, delivery standards, and value realization disciplines. Ensure transformation initiatives are sequenced, resourced, and governed as an integrated portfolio rather than isolated programs. Track, report, and drive accountability for outcomes including productivity, cost efficiency, growth enablement, and operational resilience. Process Redesign & Productivity Enablement Lead end-to-end enterprise process redesign, reimagining how work gets done across divisions and functions to materially improve speed, quality, cost, and customer outcomes. Embed modern ways of working, automation, and AI-enabled capabilities into core processes to unlock step-change productivity and performance. Ensure redesigned processes are adopted, sustained, and embedded into day-to-day operations. Cross-Functional Enablement & Accountability Empower and challenge functional and divisional leaders to own transformation within their areas while ensuring alignment to enterprise priorities. Proactively identify and resolve friction between business-as-usual operations and transformation initiatives to sustain momentum without destabilizing performance. Build transformation capability across the organization, enabling leaders and teams to operate effectively in a continuously changing environment.