Grade Level (for internal use):

VP, Platform Strategy & Operations

S&P Global Market Intelligence is seeking a Vice President, Platform Strategy & Operations to lead the strategic evolution of our platform portfolio as client needs diverge across a broad and varied client base — from sophisticated clients increasingly consuming data via APIs, feeds, and cloud-native environments such as Snowflake, to the much larger base of clients who continue to rely on the platform to do their analytical work for them. This is a highly visible leadership role responsible for owning the metrics, prioritization process, and business cases that inform how MI's platforms deliver, measure, and defend value across that full client base — working alongside a team of experienced product leaders who own execution of their respective platforms.

The successful candidate will bring together commercial insight, analytical rigor, and product judgment to shape platform investment decisions, modernize how we measure client value, and protect MI's competitive position as the industry re-architects around data accessibility and AI-enabled workflows — for clients moving toward feeds and for clients who will continue to depend on the platform. This role owns the prioritization framework and the analysis behind it; final platform investment decisions rest with Head of Platforms and broader Product leadership. Success in this role is measured in client value delivered, which will be measured beyond the revenue allocations that occur internally amidst platform and data SKUs.

MI's client base is not moving uniformly toward any single consumption model. A smaller set of highly sophisticated clients — representing a large share of revenue and strategic partnerships — are increasingly consuming content through data feeds, APIs, and cloud data-sharing platforms, and the economics that have historically underpinned platform pricing are under real pressure for that segment. At the same time, a much larger base of clients, representing significant revenue and the majority of MI's whitespace, remains less sophisticated in its data consumption and will continue to rely on the platform to solve its workflows directly — a reliance AI is more likely to deepen than erode for a meaningful share of that base.

This role is central to ensuring MI gets both halves of that picture right: decoupling and defending the value of underlying data and analytics from the delivery layer where clients are genuinely moving off-platform, while continuing to strengthen platform-native, workflow-level value for the much larger set of clients who aren't. Getting this balance wrong in either direction — overinvesting in feeds at the platform's expense, or missing the real monetization risk from sophisticated clients — puts meaningful revenue at risk.

• Own the strategic roadmap synthesis and prioritization process for platform modernization across Market Intelligence, bringing product leaders' initiatives together into a single, objective view that supports investment decisions.
• Design and operationalize a client value measurement framework across four dimensions — usage and adoption, quality and effectiveness, efficiency and cost-to-serve, and trust and risk — to give product, commercial, and executive stakeholders a consistent basis for evaluating platform performance.
• Own the strategic analysis behind MI's response to the shift in client consumption from platform/UI-based access toward data feeds, APIs, and cloud-native distribution (e.g., Snowflake), including identifying where MI must decouple the value of its underlying data and analytics from the platform/service layer to protect pricing power.
• Own the evaluation framework for build/partner/buy decisions related to AI and GenAI adoption across the platform portfolio, with particular attention to disintermediation risk from over-reliance on third-party AI vendors and the implications for MI's proprietary data advantage.
• Partner with Product, Technology, and Commercial leadership to translate platform strategy into prioritized roadmaps, business cases, and investment recommendations for leadership’s review and decision.
• Develop and own the analytical approach (dashboards, cohort analyses, adoption models) needed to track platform health and inform go/no-go decisions on modernization initiatives.
• Serve as a key advisor to senior leadership on where platform economics are headed, translating technical and product trends into commercial and financial implications.
• Build relationships across Product, Engineering, Data, Sales, and Finance to ensure the prioritization process is grounded in both technical feasibility and commercial reality.
• Lead a client-workflow gap analysis — mapping priority client workflows against existing content and platform capabilities, independent of which internal team owns the underlying data, to identify where LLM-enabled orchestration can close gaps without requiring new underlying data — and use this to inform prioritization and future fulfillment-based pricing models.