Head of Developer

Grade Level (for internal use): 15 The Team:
Enterprise Technology & Platforms delivers cross-enterprise technology products, services, and capabilities to S&P Global's organizations and employees worldwide. The Developer Experience and Product Enablement function will own and evolve the enterprise product and software development lifecycle toolchain - the agentic PDLC - bringing together platforms, governance, support, productivity insights, and AI-native product management and engineering capabilities. It spans the full path from discovery and customer insight through definition, design, build, release, and in-market measurement, treating product management and engineering as one connected system rather than two adjacent toolsets.

The team will operate as an enterprise hub, partnering closely with divisional CTO and product organizations and embedded practitioners to preserve business context while creating a consistent, scalable experience for both builders and the product leaders who direct them.

Approximately 10,000 developers across S&P Global build software on a common toolchain, and the product managers, designers, and analysts who decide what gets built work alongside them on a second, largely disconnected one. This role owns both and joins them. That toolchain is critical infrastructure for product discovery, software delivery, engineering productivity, security, resilience, and AI-native development. The role will reduce fragmentation and duplication, close the handoff gaps between product intent and shipped software, strengthen governance and support, and make developer and product experience a measurable strategic capability.

Set the enterprise Developer Experience and Product Enablement strategy, product vision, roadmap, operating model, and investment priorities in partnership with the CIO leadership team, divisional CTOs, divisional heads of product, and other senior technology and product leaders. Own the full lifecycle of enterprise software development platforms and tools, including source code management, code collaboration, CI/CD, build engineering, developer environments, code quality and scanning, cloud development infrastructure, and related integrations.

Own the full lifecycle of enterprise product management platforms and tools, including customer and market research repositories, idea intake and opportunity assessment, road mapping and portfolio planning, requirements and specification authoring, design and prototyping, work management and backlog tooling, experimentation and feature management, product analytics, and voice-of-customer and feedback aggregation. Connect the two halves into a single agentic PDLC, establishing the traceable thread from customer insight to opportunity, specification, design, commit, release, and in-market outcome, so that product intent, engineering work, and measured impact reconcile in one system of record rather than in status decks.

Manage the toolchain as a coherent portfolio of enterprise products, with clear customer outcomes, service levels, adoption goals, cost transparency, platform health measures, and accountable product ownership. Build a trusted partnership model with divisional CTOs, heads of product, executive sponsors, and embedded divisional practitioners to align enterprise standards with business-specific product and engineering requirements. Lead the consolidation of fragmented tooling, resources, licenses, support processes, and automation across both the product and engineering estates, reducing duplication while managing transitions without disrupting delivery.

Establish a scalable support and self-service ecosystem for developers and product teams, including developer and product portals, template and artifact libraries, knowledge management, onboarding, access and license management, AI-assisted triage, and expert escalation. Own advocacy and community across both disciplines, including communities of practice, technical and product evangelism, onboarding and enablement content, craft standards for specifications and discovery practice, change communications, and structured feedback loops that earn adoption rather than mandate it.

Own the inner source ecosystem, applying open-source working practice to proprietary code so that shared libraries, contribution standards, maintainer stewardship, and IP guardrails make reuse across divisions the default rather than the exception. Define and govern…