For S&P Global · SVP, Transformation
20+ years turning strategic ambition into sequenced roadmaps, redesigned processes, and measurable value – trained at McKinsey and American Express, and proven as the founder/CEO who built a fintech from zero to $5B. Now focused on doing it for S&P Global.
Why this, why now
S&P Global is building a unified technology-and-transformation organization under its new Chief Technology & Transformation Officer, Firdaus Bhathena. Standing up an enterprise transformation function is exactly the kind of work I do – and exactly the moment when getting it right matters most.
The agenda is familiar to me: accelerate AI adoption (Kensho's Spark Assist is already in the hands of ~40,000 employees), translate technology investment into realized value across divisions, redesign how work gets done, and govern it all as one disciplined portfolio rather than a scatter of programs. I have built and run precisely that engine – at a company where capital was the product and a clean, well-governed operation was non-negotiable.
Track record
A career judged the way this role will be – by outcomes: speed, cost, growth, risk, and adoption.
How I drive transformation
The same approach the role calls for – and the way I have actually run change at scale.
Set a clear destination and cascade it into quantitative objectives every team can act on.
Reengineer process and systems where necessary – including AI and automation – not just org charts.
Tie every initiative to dollars, speed, risk reduction, and adoption – not activity.
Lead change people actually adopt, so new ways of working endure.
An outside-in view
Offered in the spirit of Discovery – a starting point from the outside, not a finished plan. The real work begins by listening.
Govern the enterprise agenda as one portfolio with investment prioritization, delivery standards, and value-realization disciplines – so transformation is an integrated whole, not isolated programs.
Move from usage to outcomes: connect Spark Assist and the broader AI investment to measurable productivity, growth, and customer impact across divisions – value, not just activity.
Reengineer high-friction, cross-division processes end-to-end, embed automation, and partner on change adoption so improvements hold in day-to-day operations.
The S&P connection
At CommonBond, the company I founded and ran for 10+ years, the assets we originated earned ratings from S&P – fast path to investment grade, reaching AAA at peak. I know first-hand the rigor behind the brand, and how much trust rides on getting the details right.
Clean annual Deloitte audits and clean third-party operational audits across 10+ securitizations – the only player in the category not to trip a credit covenant through COVID.
Launched new businesses and markets from zero – a solar-financing business line to #5 in the U.S., and AI-driven products reaching millions.
Brought CEOs and 23 competing companies into common cause – including a coalition that changed federal law.
Background
I started at McKinsey driving organizational change, and was selected early onto the firm's Global Training Faculty to teach its core problem-solving methods across three continents. At American Express, I drove change through a large, regulated financial-services organization, served as Chief of Staff to a top-three executive, and was certified in Six Sigma.
I then founded and ran CommonBond for 10+ years, scaling it from concept to $5B and navigating banks, underwriters, and rating agencies through both growth and crisis. Today, as an operating partner at Greenwood & Steele, I lead transformation for boards and CEOs across financial services, healthcare, climate, and the public and social sectors – including helping organizations reposition for the AI era. Wharton MBA program; Brandeis BA.
Let's talk
The résumé tells the what. A conversation is the best way to get at the how.