Vice President, Portfolio Governance & Delivery

At Global Partners, business starts with people. Since 1933, we’ve believed in taking care of our customers, our guests, our communities, and each other—and that belief continues to guide us.

The Global Spirit is how we work to fuel that long term commitment to success. As a Fortune 500 company with 90+ years of experience, we’re proud to fuel communities—responsibly and sustainably. We show up every day with grit, passion, and purpose—anticipating needs, building lasting relationships, and creating shared value.

The Vice President, Portfolio Governance & Delivery Leader is responsible for establishing and driving the enterprise portfolio governance and project delivery functions, connecting strategy, disciplined investment decision making and project execution to measurable business outcomes. This role shapes how initiatives are evaluated, prioritized, funded, and delivered across the enterprise, with a strong focus on financial discipline, organizational capacity, and value realization.

The role brings structure, clarity and simplicity to complex decisions, ensuring governance and delivery practices are practical, consistent, and embedded in how the business operates. Success in this role depends on designing and implementing portfolio governance and evolving project delivery processes that translate strategic intent into sustained business value, measurable outcomes, and improved organizational performance.

• Designs and Leads the Enterprise Portfolio Governance & Delivery Functions:
  Designs and leads the enterprise’s portfolio governance and delivery ecosystem with accountability for both the process for how work is chosen and how work gets delivered. Sets the strategic direction and establishes a clear, practical framework for portfolio governance and project delivery, ensuring that it aligns to long-term strategic priorities, resource capacity, and investment planning. Leads the design and stand‑up of the company’s Portfolio Management (collection of company investments, projects, and activities) capability and guides the evolution of the Project Delivery Office into a strategic, enterprise‑grade function.
  
  Defines and sets clear expectations for portfolio and project governance, delivery standards, evaluation criteria and value tracking that span the full lifecycle‑ from idea intake through value realization and that are easy to use, practical, and embedded in how the business operates. Stays current on industry trends and emerging practices, identifying opportunities to strengthen how the organization plans, prioritizes, and delivers investments.

• Develops the Strategic Growth and Maturity Plan for Portfolio Governance & Delivery Functions:
  Creates and executes a strategic roadmap for the evolution of the Portfolio Management and Project Delivery disciplines, ensuring both functions mature in capability, sophistication, and value. Builds and develops talent across both functions, ensuring leaders have the skills and competencies to support enterprise strategy. Continuously assesses best practices, digital tools, and automation opportunities to improve performance and enable scalability. Benchmarks performance against peer organizations to shape long‑term capability growth and enterprise readiness.
  
  Responsible for setting criteria and working with Technology Team to determine technology solutions for Portfolio and Project Management. Fosters support and buy‑in from team and business leaders.

• Facilitates Enterprise Intake, Evaluation, Prioritization, and Governance – Develops, Owns and operates an end‑to‑end demand intake and value‑based prioritization process. Owns and leads enterprise portfolio governance forums, synthesizing insights, negotiating trade‑offs across cost, value, risk and capacity and drives funding decisions and prioritization discussions.
  
  Works closely with executive leadership to frame decisions clearly, surface risks early, and recommend realistic sequencing of work.
  
  Ensures funding and prioritization decisions are informed by data, financial impact, and delivery capacity. Provides enterprise‑level recommendations to executive leadership on strategic sequencing.

• Drives…