Head of Strategic Transformation, EVP

Overview

Head of Strategic Transformation, EVP. State Street operates at the core of the international financial system as a Global Systematically Important Bank (G‑SIB) and a leading global trust bank. We partner with the world’s foremost asset owners, asset managers, and official institutions, safeguarding and servicing capital at true institutional scale. State Street oversees approximately $54 trillion in assets under custody and administration, underscoring the criticality, complexity, and systemic importance of our role.

We are seeking an exceptional Head of Strategic Transformation to lead enterprise‑wide change and define how a globally systemic institution evolves its operating model, execution discipline, and strategic capabilities.

• Own enterprise transformation strategy—build and maintain a single, enterprise‑wide transformation roadmap aligned to strategic priorities, including operating model reinvention and pervasive use of data, automation, digital, and AI.
• Translate enterprise strategy into sequenced value streams with clear business cases and measurable outcomes across client, financial, operational, and risk dimensions.
• Drive cross‑business integration to ensure transformation is coordinated across Technology, Data, Operations, Product, Risk & Controls, and Finance.
• Execute global change across Technology, Data, and Operations—lead execution of complex, global transformation across the end‑to‑end stack, modernize delivery through a digital‑forward execution model that accelerates automation, simplifies processes, and reduces handoffs and duplication.
• Partner with senior leaders across the firm to ensure sustainable adoption of new operating rhythms and ways of working, beyond project delivery.
• Stand up and run a world‑class Transformation Management Office—establish and operate an enterprise Transformation Management Office with governance, cadence, dependency management, transparency, and rigorous delivery discipline.
• Implement outcome‑based reporting and value capture mechanisms, including financial and non‑financial benefits tracking and realization.
• Lead enterprise steering forums and executive syndication, preparing concise, decision‑oriented materials that enable pace while maintaining risk discipline.
• Scale Agile and product‑centric ways of working—serve as enterprise owner for scaling Agile and enterprise agility, including standards, tooling, learning, and adoption across business and technology.
• Drive a regulated‑industry‑ready delivery model with strengthened Software Development Life Cycle/Product Development Life Cycle (SDLC/PDLC) guardrails that improve speed, quality, and control.
• Embed data, AI, and emerging technologies—safely and at scale.
• Ensure enterprise AI governance and controls are embedded, including taxonomy, model and pattern inventory, access controls, and approval workflows consistent with regulatory expectations.
• Partner with Technology and Risk leaders to ensure responsible, compliant adoption of emerging technologies such as GenAI and agentic automation.
• Operate in a highly regulated, client‑critical environment—ensure transformation initiatives strengthen risk excellence, resiliency, auditability, and controls while improving client experience and operational performance.

• 20+ years of progressive experience in financial services, management consulting, or enterprise transformation roles within complex, highly regulated environments.
• Demonstrated success leading and executing large‑scale, global transformation programs with measurable business outcomes.
• Deep expertise in operating model transformation, digital strategy, data, automation, AI, and modern delivery practices.
• Strong understanding of regulatory frameworks, risk management, and control environments.
• Exceptional executive presence, communication, and ability to influence large, matrixed organizations.
• Proven ability to implement Agile and SDLC/PDLC practices at scale, including defining and operationalizing governance, standard delivery practices, and end‑to‑end lifecycle controls across multiple teams with significant interdependencies; drives…