Global Institute Program Manager

About the Role: Grade Level (for internal use): 13 About the Role: The S&P Global Institute is S&P Global s hub for thought leadership at an enterprise level. Drawing on the depth and breadth of analysis across S&P Global s divisions, the Institute drives the creation of authoritative, enterprise-wide perspectives on the themes that matter most to the world s leading decision-makers. Its mission is to foster market influence, deepen client relationships, and amplify S&P Global s reputation as a trusted source of intelligence, while empowering divisions with shared guidance, playbooks for cross-divisional research, and tools to elevate their content and reach. S&P Global Institute is seeking a Program Manager to shape, run, and scale the Institute s operating model as a critical enterprise platform. This role translates strategic ambition into clear workflows, governance rhythms, and playbooks for cross-divisional research, enabling the Institute to deliver with consistency, pace, and quality from day one. The Program Manager will build strong connectivity with divisions and senior stakeholders, serving as the operational backbone that allows the Institute to manage complexity, coordinate enterprise priorities, and produce high-impact outputs across a matrixed organization. The successful candidate will bring deep operating model and program management experience, combined with the judgment and agility to work across editorial, research, commercial, communications, and event delivery domains. They will combine rigorous attention to detail with enterprise-level perspective, balancing speed, quality, risk, and stakeholder expectations while influencing effectively across a complex matrix. They will be a trusted strategic and operational partner to the Head of the Institute, anticipating risks, maintaining delivery discipline, and building the infrastructure required for sustainable scale and measurable enterprise impact. Responsibilities and Impact: • Operating Model & Workflow Design: Own and continuously evolve the end-to-end Institute workflow. Translate strategy into executable processes, governance rhythms, decision points, and playbooks. Build and maintain the operating model infrastructure that enables the Institute to scale from pilot to BAU, while developing integrated delivery calendars and resourcing views that provide clear visibility into capacity, commitments, and enterprise priorities. • Coordination with Divisions and Key Stakeholders: Serve as the day-to-day execution lead between the Institute and key stakeholder groups, including divisions, Editorial, Marketing, Communications, the CEO s Office/Strategy, CCO, Public Affairs, and other priority enterprise partners. Coordinate inputs, sequencing, dependencies, and decision points across divisions to support flagship outputs. Ensure contributors have clear expectations on timing, roles, responsibilities, and escalation paths. Facilitate alignment forums and working rhythms that keep delivery on track and reinforce enterprise-wide accountability. • Cadence, Resourcing, and Delivery: Track progress against editorial calendars, delivery milestones, and enterprise commitments. Surface risks, trade-offs, and capacity constraints early, with clear options and recommendations. Partner with the Head of the S&P Global Institute on prioritization, sequencing, and resourcing decisions to sustain throughput, quality, and strategic focus as the Institute scales. • Measurement and Performance Management: Lead the Institute s performance reporting and measurement discipline. Track impact, quality, speed, adoption, and stakeholder engagement. Produce dashboards, quarterly readouts, and decision-ready insights for the Head of the Institute, co-sponsors, and steering touchpoints with division and business leaders. Key skills: • Enterprise operating model and program leadership: Proven ability to design end-to-end operating models, translate strategy into executable processes, and build playbooks that enable repeatable, high-quality delivery at enterprise scale. • Senior stakeholder influence and cross-functional coordination: Skilled at serving as the day-to-day liaison between the Institute and divisional research teams, editorial, CCO, marketing, communications, governance partners, and other enterprise stakeholders. Demonstrated ability to align matrixed teams, clarify roles and decision rights, and challenge constructively where needed. • Operational rigour with enterprise judgment: Combines accuracy, discipline, and strong delivery management with the broader strategic perspective needed to prioritize effectively, identify trade-offs, and support senior-level resourcing and sequencing decisions. • Ability to balance speed, quality, risk, and impact: Surfaces capacity constraints, sequencing risks, and trade-offs early; applies data-driven assessment and innovative problem-solving to keep the Institute on track as it scales. Proposes quality st...