Head of Enterprise Digital Assets & Tokenization

Grade Level (for internal use): 14 The Team The Head of Enterprise Digital Assets & Tokenization leads S&P Global's central Digital Assets & Tokenization team, reporting to S&P DJI's Head of Business Acceleration & Special Projects, who oversees the team on behalf of S&P Global's Head of DeFi (Chief Product & Operations Officer, S&P DJI). S&P Global's position is straightforward: markets execute on trust, and S&P anchors it — on every rail. Our data, identifiers, benchmarks, indices and risk assessments are the infrastructure of trusted workflows, and they must be as authoritative onchain as they are today. This is a small, senior team with an enterprise mandate to make that happen: set direction, prioritize where the firm invests, unblock divisions, and land the external partnerships that de-risk each initiative. The team is deliberately lean. It is not a shadow product organization and not a research function. Divisions own delivery and revenue; this team sets the agenda, sponsors funding, brings partners to the table and holds the enterprise to a bias for in-production outcomes rather than pilots. Delivery capacity is drawn from divisional execution pods and from Kensho engineering. The role has two direct reports at the outset, with scope to grow as the portfolio warrants. Responsibilities and Impact Enterprise Strategy, Prioritization & Capital Allocation Own the enterprise digital assets and tokenization strategy day-to-day, translating it into a prioritized, funded and sequenced portfolio of initiatives across divisions. Run a single intake for divisional requests and enterprise-originated opportunities; apply and continuously sharpen the "Start Now" screening criteria and stage gates covering division readiness, resourcing, partner commitment and regulatory sensitivity. Co-own and sponsor business cases that secure investment at both enterprise and divisional level; make explicit recommendations on what to start, what to hold and what to stop. Maintain a defensible, evidence-based view of market direction – tokenization economics, onchain market structure, and the AI × blockchain intersection – and use it to keep the firm's portfolio ahead of, not behind, client demand. Delivery & Execution with Divisions Drive priority initiatives to in-production status with paying customers, augmenting divisional teams that lack capacity, depth or delivery muscle. Appoint and hold a single accountable owner for each enterprise or divisional opportunity; empower them to execute and remove the obstacles they cannot clear themselves. Build the playbooks, trained people and repeatable processes that divisions own after handover, so central involvement is time-boxed by design. Maintain a live enterprise view of initiative milestones, decisions and dependencies; cut duplication and connect complementary work across divisions. External Partnerships & Commercial Development Build and personally hold senior relationships across the institutions that matter most in onchain capital markets — onchain-native platforms, issuers, protocols and infrastructure providers, and the banks, asset managers and market infrastructure firms moving onto these rails. Negotiate partnerships in which counterparties co-invest, commit to production use and provide the requirements that ensure fit within their workflows; avoid peripheral collaborations that consume time without producing adoption. Shape commercial constructs for onchain distribution — consumption and per-call economics, licensing terms, and pricing models suited to agent- and protocol-mediated consumption — in partnership with divisional commercial and legal teams. Represent S&P Global externally with credibility: conferences, standards bodies, working groups, industry consortia, and direct engagement with founders, investors and executives. Internal Alignment, Governance & Risk Convene and run the enterprise governance forum for digital assets, preparing the material