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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 transparent 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

📌 Vice President, Project Management Lead (Hyderabad)
🏢 S&P Global
📍 Hyderabad