Transformation Portfolio Lead

About the role

The Transformation Portfolio Lead supports reporting, visibility, governance and dependency management across Euromonitor's priority transformation initiatives, while execution ownership remains with divisional workstream leaders. Reporting to the VP, Strategy & Transformation, the role provides analysis and insights to support portfolio prioritisation decisions and helps maintain a clear, consistent view of transformation activity across the business. The role is an individual contributor and works through influence, coordination and strong operating discipline. It makes transformation activity visible, identifies and escalates risks, dependencies and delivery issues, and supports consistent ways of working across cross-divisional change through agreed standards, tools and forums. Why this role: broad exposure to priority transformation work, the opportunity to support senior leadership forums, and the chance to improve how a global business manages transformation delivery, reporting and governance.

Responsibilities

• Maintain reporting and visibility across priority transformation initiatives; analyse portfolio information to help assess alignment to strategy, delivery progress and the type and scale of expected business impact, including revenue, cost, risk, capability and employee or customer experience; provide clear, consistent reporting that supports sponsors, programme leaders and governance forums in understanding progress, risks and areas requiring attention.
• Identify, track and help manage cross-divisional dependencies, flagging clashes early, including resource pressures on shared central teams; prepare governance materials, highlight risks and blockers, and escalate delivery issues through the agreed operating cadence so that sponsors and leadership forums have the information needed to make timely decisions.
• Support, coordinate and continuously improve common transformation standards, tools and ways of working for divisional transformation PMs and programme leaders; help build consistent language, templates and processes for cross-divisional and divisional change, while enabling a practical community of practice that shares learning and improves delivery discipline.
• Coordinate the operating cadence for priority transformation initiatives, including reporting cycles, governance meetings and follow-up actions; support sponsors and programme leaders in tracking intended benefits, adoption and delivery performance, ensuring that progress, issues and changes are visible and acted on through the right forums.
• Success measures: timely, accurate and consistent reporting across priority transformation initiatives; clear visibility of initiative status, strategic alignment, delivery progress and areas requiring sponsor or leadership attention; effective governance cadence that enables sponsors and programme leaders to review progress, resolve issues and maintain delivery momentum; risks, blockers and dependencies identified early, tracked clearly and escalated through the appropriate forums; consistent use of agreed transformation standards, tools and reporting templates across relevant programmes and projects; sponsors and