Director, Procurement Systems & Operations

Role Purpose & Context

Role Summary

The Director, Procurement Systems & Operations, is here to make sure our buying processes aren't just functional, but genuinely excellent. You'll be the one shaping our multi-year roadmap for all things procurement tech, deciding what platforms we use and how they all talk to each other. Honestly, you're the person who ensures we're not just buying stuff, but buying it smartly, efficiently, and with all the right controls in place. This role sits right at the intersection of our Procurement team, IT, and Finance. You'll be translating big-picture business needs into practical system solutions, making sure our eProcurement platforms actually deliver on their promise. When you do this well, we save a ton of money, reduce risk, and make life easier for everyone who buys or sells to us. If it goes wrong, well, invoices get blocked, suppliers get angry, and the business grinds to a halt. The challenge? Getting everyone on the same page about what 'good' looks like, then actually building it. The reward? Seeing your strategy come to life and genuinely making a difference to how the company operates.

Reporting Structure

• Reports to: VP, Global Procurement Operations
• Direct reports: Typically 3-8 direct reports (including P2P Process Leads and Senior Analysts)
• Matrix relationships: Head of Procurement Technology, VP, P2P Operations, Global Director, eProcurement,

Key Stakeholders

Internal:

• CFO and Finance Leadership
• Head of IT / CIO
• Legal & Compliance Teams
• Business Unit Leaders (e.g., Head of Marketing, Head of Engineering)
• Internal Audit

External:

• Key eProcurement Platform Vendors (e.g., Coupa, SAP Ariba)
• System Integrators
• Strategic Suppliers

Organisational Impact

Scope: This role directly impacts our operational efficiency, financial controls, and supplier relationships across the entire organisation. You'll be driving significant cost savings through process optimisation and technology adoption, ensuring compliance with internal policies and external regulations, and ultimately protecting the company's bottom line. Get it right, and we're a lean, mean buying machine. Get it wrong, and we're facing payment delays, compliance breaches, and frustrated internal teams.

Performance Metrics

Quantitative Metrics

1. Metric: % Spend Under Management (SUM)
2. Desc: The percentage of total company spend that goes through our official eProcurement platforms (P2P, CLM).
3. Target: > 90% within 18 months
4. Freq: Quarterly
5. Example: If our total addressable spend is £100M, we want £90M+ flowing through Coupa or Ariba, not off-system. This means fewer 'maverick' purchases and better data.
6. Metric: Procurement Operations Cost per Transaction
7. Desc: The fully-loaded cost (systems, people, overhead) to process one Purchase Order or one invoice.
8. Target: Reduce by 15% year-on-year
9. Freq: Annually
10. Example: If it currently costs us £15 to process a PO, we're aiming to get that down to £12.75 through automation and process tweaks. Every penny counts when you're doing thousands of transactions.
11. Metric: On-Time Payment Rate (Strategic Suppliers)
12. Desc: The percentage of invoices paid to our key strategic suppliers by their due date.
13. Target: > 95% consistently
14. Freq: Monthly
15. Example: If we have 100 invoices from our top 20 suppliers, we want at least 95 of them paid on time. This helps us keep good relationships and sometimes even get early-pay discounts.
16. Metric: eProcurement System Adoption Rate
17. Desc: The percentage of active users who regularly use the eProcurement system for requisitions and expense reporting.
18. Target: > 80% for relevant user groups
19. Freq: Quarterly
20. Example: If we've got 500 people who should be using Coupa for their purchases, we want at least 400 of them actively logging in and creating requisitions, not just sending emails.

Qualitative Metrics

1. Metric: Stakeholder Confidence & Satisfaction
2. Desc: How much trust and satisfaction our internal business partners (Finance, IT, business units) have in our procurement systems and operational support.
3. Evidence: You'll know this is going well when business leaders proactively involve you in their strategic planning, when IT sees you as a true partner in system architecture, and when internal users give positive feedback on system training and support. We're talking about being seen as an enabler, not just a gatekeeper.
4. Metric: Strategic Roadmap Execution
5. Desc: The successful planning, communication, and execution of our multi-year procurement technology and process roadmap.
6. Evidence: This means hitting key milestones for system upgrades, new module rollouts, and process improvements. It's about delivering on your promises and showing a clear path for future enhancements. We'll look for clear documentation, regular updates to leadership, and projects delivered on time and within budget (most of the time, anyway).
7. Metric: Risk Mitigation & Compliance Posture
8. Desc: How effectively our systems and processes reduce procurement-related financial, operational, and regulatory risks.
9. Evidence: Evidence here would be positive feedback from internal and external auditors, a demonstrable reduction in fraud attempts or compliance breaches, and robust controls built into our P2P and CLM systems. You're the one making sure we don't end up on the wrong side of a regulation or a bad supplier deal.

Primary Traits

• Trait: Strategic Architect
• Manifestation: You're the kind of person who sees the forest, not just the trees. You can look at a messy, manual process and immediately start sketching out how technology could fix it, not just for today but for the next five years. You're constantly thinking about how different systems fit together and what the long-term impact of a decision might be. You don't just solve problems; you design solutions that prevent them from happening again.
• Benefit: We're not just looking for someone to keep our current systems running; we need someone to build the next generation of our procurement capabilities. Without a strategic architect, we'd end up with a patchwork of disconnected tools and inefficient processes, costing us money and frustrating everyone. Your vision here is critical for our future growth and competitive edge.
• Trait: Influencer & Translator
• Manifestation: You can walk into a room with the CFO, the Head of IT, and a business unit leader, and speak all their languages. You can explain complex technical concepts in plain English to a non-technical audience, and you can translate business needs into technical requirements for your team. You're great at getting people with different agendas to agree on a common path forward, often by showing them the 'what's in it for them'. You build consensus, not just dictate solutions.
• Benefit: Implementing new systems or changing core processes is never just a technical challenge; it's a people challenge. You'll need to get buy-in from senior leaders, convince IT to prioritise your projects, and get business users to actually adopt the new ways of working. Without strong influencing and translation skills, even the best technical solutions will fail to gain traction and deliver value.
• Trait: Resilient Problem-Solver
• Manifestation: When a major system goes down, or a critical integration breaks, you're the calm voice in the storm. You don't panic; you methodically work through the issue, bringing in the right people, and communicating clearly. You see setbacks as puzzles to be solved, not reasons to give up. You're prepared for the 'urgent' requests that derail your day and can quickly re-prioritise without getting flustered.
• Benefit: Procurement systems are complex, and things *will* go wrong. Integrations break, vendors have outages, and users make mistakes. Your ability to stay calm, diagnose issues, and drive them to resolution is absolutely essential. A lack of resilience here would lead to extended downtime, missed payments, and a rapid erosion of trust from the business and our suppliers.

Supporting Traits

• Trait: Data-Driven Decision Maker
• Desc: You'll naturally look at the numbers to back up your recommendations, whether it's for a new system or a process change. You're comfortable with dashboards and reports, and you can spot trends and anomalies that others miss.
• Trait: Change Agent
• Desc: You're not afraid to challenge the status quo and push for better ways of working. You understand that change is hard, but you're skilled at guiding people through it, making sure they understand the 'why'.
• Trait: Vendor Relationship Builder
• Desc: You can manage complex relationships with our software providers, holding them accountable to SLAs and getting the most out of our partnerships. You're firm but fair.
• Trait: Mentorship Mindset
• Desc: You genuinely enjoy developing your team, helping them grow their skills, and empowering them to take on more responsibility. You see their success as your success.

Primary Motivators

1. Motivator: Building and Optimising
2. Daily: You'll get a real kick out of seeing a clunky, manual process transformed into a sleek, automated workflow. The idea of designing a system that genuinely makes people's lives easier and saves the company money will energise you.
3. Motivator: Strategic Impact
4. Daily: You want your work to matter at a senior level. The opportunity to influence the company's financial controls, risk posture, and overall operational efficiency is what drives you. You're not just executing; you're shaping the future.
5. Motivator: Leading and Developing a Team
6. Daily: You enjoy guiding and growing a team of skilled professionals. Seeing your team members succeed, develop new skills, and take on bigger challenges will be a major source of satisfaction for you.

Potential Demotivators

Honestly, this isn't a role for someone who likes things to stay the same. You'll constantly be dealing with change, whether it's new system features, evolving business requirements, or the occasional integration nightmare. If you prefer a quiet, predictable routine, you'll probably find this role quite frustrating. We're always pushing for better, which means things are rarely 'finished'.

Common Frustrations

1. Getting bogged down in endless meetings where stakeholders can't agree on basic requirements, delaying critical projects.
2. Dealing with legacy systems that simply refuse to play nicely with modern tools, creating constant integration headaches.
3. The 'urgent' request from a senior leader that completely derails your carefully planned roadmap, forcing a re-prioritisation.
4. Trying to enforce policies like 'No PO, No Pay' when senior business users repeatedly try to bypass the system, creating messes for your team to clean up.
5. Vendor promises that don't quite match reality, leading to project delays and unexpected costs.

What Role Doesn't Offer

1. A purely technical, heads-down coding role – this is much more about strategy, people, and process.
2. A static environment where processes are set in stone and rarely change.
3. The ability to avoid difficult conversations or push back on unrealistic demands from senior stakeholders.
4. A role where you're solely responsible for direct cost savings through negotiation (that's the Sourcing team's job, though your work enables them).

ADHD Positives

1. The fast-paced, constantly evolving nature of procurement technology can be highly engaging, offering novelty and varied challenges.
2. The need to quickly context-switch between strategic planning, problem-solving, and team leadership can suit those who thrive on dynamic environments.
3. The drive to automate and optimise processes can be a strong outlet for innovative thinking and finding more efficient ways to work.

ADHD Challenges and Accommodations

1. Managing multiple complex projects and a team can require robust organisational strategies; we can support with project management tools and executive assistants.
2. Long, detailed strategic documentation might be challenging; we encourage visual aids and concise summaries, and you'll have support for detailed report writing.
3. We can offer flexible working hours to align with peak focus times and provide a quiet office space when deep work is needed.

Dyslexia Positives

1. Strong conceptual thinking and the ability to see the 'big picture' of system architecture and process flows are highly valued here.
2. Excellent verbal communication and influencing skills are critical for stakeholder management, often a strength for dyslexic individuals.
3. The role relies heavily on visual tools like process maps, system diagrams, and dashboards to convey information, which can be very effective.

Dyslexia Challenges and Accommodations

1. Extensive reading and writing of technical specifications or detailed policy documents might be demanding; we can provide access to text-to-speech software and offer support for proofreading and drafting.
2. We encourage the use of visual communication over dense text wherever possible, and presentations are often more impactful than long reports.
3. Flexible deadlines for written deliverables can be discussed, focusing on the quality of ideas rather than perfect prose.

Autism Positives

1. A deep interest in systems, logic, and process optimisation is highly beneficial for designing and managing procurement technology.
2. The ability to identify patterns, spot inconsistencies, and focus intensely on problem-solving for complex system issues is a significant asset.
3. A preference for clear, direct communication regarding expectations and feedback is aligned with our management style for this role.

Autism Challenges and Accommodations

1. Navigating complex organisational politics and unspoken social cues can be challenging; we can provide clear expectations on stakeholder engagement and offer coaching on navigating these dynamics.
2. Frequent, unscheduled interruptions for 'urgent' issues might be disruptive; we can help structure your day to include protected focus time and empower your team to triage requests.
3. We can ensure clear, explicit communication of strategic goals and expectations, avoiding ambiguity, and provide a consistent reporting structure.

Key Responsibilities

Experience Levels Responsibilities

1. Level: Director, Procurement Systems & Operations (Level 6)
2. Responsibilities: Define the multi-year strategy and roadmap for all procurement technology (P2P, CLM, SRM) that aligns with the overall company financial and operational goals. This means looking 3-5 years out, not just next quarter.
3. Build and lead a high-performing team of P2P Process Leads and Senior Analysts, setting clear objectives, providing mentorship, and ensuring their continuous development. You'll be accountable for their performance and growth.
4. Own the relationship with our key eProcurement platform vendors (e.g., Coupa, SAP Ariba), negotiating contracts, managing service levels, and ensuring we're getting maximum value from our investments. They'll know you by name.
5. Architect and govern the end-to-end P2P process, identifying bottlenecks, driving automation initiatives, and ensuring compliance with internal controls and external regulations. You're the ultimate owner of how we buy things.
6. Influence senior stakeholders across Finance, IT, and business units to secure budget, resources, and buy-in for strategic procurement initiatives. This often means translating complex technical benefits into clear business cases.
7. Accountable for the overall performance of our procurement operations, measured by key metrics like spend under management, on-time payments, and operational cost per transaction. The buck stops with you.
8. Lead major procurement system implementation or upgrade projects, from business case development and vendor selection through to successful deployment and user adoption. These are big, complex programmes.
9. Supervision: You'll operate with full strategic autonomy within your domain, reporting monthly to the VP, Global Procurement Operations, for strategic alignment and major decision points. Day-to-day execution is yours to own.
10. Decision: Full authority for procurement technology strategy, budget allocation up to £2M for systems and projects, hiring and performance management for your team, and vendor selection for procurement tools (within approved budget). You'll present to the board on major system investments or strategic shifts.
11. Success: You'll know you're succeeding when our eProcurement systems are seen as an enabler, not a blocker, by the business. When your team is thriving and delivering consistent results. When our key metrics are consistently improving, and you're proactively identifying and mitigating risks. And frankly, when the CFO is happy with the cost savings and control you're delivering.

Decision-Making Authority

• Type: Procurement Technology Roadmap
• Entry: N/A
• Mid: N/A
• Senior: N/A
• Type: Budget Allocation (Systems & Projects)
• Entry: N/A
• Mid: N/A
• Senior: N/A
• Type: Hiring & Performance Management
• Entry: N/A
• Mid: N/A
• Senior: N/A
• Type: Vendor Selection (Procurement Tools)
• Entry: N/A
• Mid: N/A
• Senior: N/A
• Type: Process Design & Policy Enforcement
• Entry: N/A
• Mid: N/A
• Senior: N/A

Competency Requirements

Foundation Skills (Transferable)

At this level, we're assuming you've got the basics down. These aren't just 'nice-to-haves'; they're the bedrock of effective leadership and strategic execution. We're looking for someone who can not only do the job but inspire others to do their best work too.

• Category: Leadership & Influence
• Skills: Strategic Vision Setting: The ability to articulate a compelling long-term vision for procurement technology and operations, and inspire your team and stakeholders to rally behind it.
• Executive Communication: Presenting complex ideas clearly and concisely to C-suite and board members, tailoring your message to their priorities and concerns.
• Team Development & Coaching: Building, mentoring, and empowering a high-performing team, fostering a culture of continuous improvement and accountability.
• Cross-Functional Influence: Gaining buy-in and driving collaboration across departments (IT, Finance, Legal, Business Units) without direct authority over them.
• Category: Problem Solving & Decision Making
• Skills: Complex Problem Solving: Tackling ambiguous, multi-faceted problems that span technology, process, and people, often with incomplete information.
• Risk Management: Proactively identifying, assessing, and mitigating operational, financial, and compliance risks within procurement systems and processes.
• Strategic Decision Making: Making high-stakes decisions that have long-term implications for the organisation, often involving significant financial investment.
• Root Cause Analysis: Going beyond surface-level symptoms to uncover the true underlying issues in system failures or process breakdowns.
• Category: Change Management & Agility
• Skills: Leading Organisational Change: Designing and implementing change management strategies for major system rollouts or process transformations, ensuring adoption and minimising disruption.
• Adaptability & Resilience: Navigating a constantly evolving technological and business landscape, staying calm under pressure, and guiding your team through uncertainty.
• Continuous Improvement Mindset: Instilling a culture of always looking for better, more efficient ways to operate, challenging the status quo where necessary.

Functional Skills (Role-Specific Technical)

You won't be doing the day-to-day configuration, but you need to understand the underlying principles and strategic implications of these areas. Your job is to set the direction and ensure your team has the capabilities to execute.

Technical Competencies

• Skill: Procurement Technology Strategy & Architecture
• Desc: Defining the overall strategy for our procurement tech stack, including P2P, CLM, SRM, and how they integrate with ERP. This means understanding the market, our business needs, and designing a future-proof architecture.
• Level: Expert
• Skill: End-to-End P2P Process Optimisation
• Desc: Deep, strategic understanding of the entire Procure-to-Pay cycle, identifying opportunities for automation, efficiency gains, and risk reduction across all stages, from requisition to payment.
• Level: Expert
• Skill: Contract Lifecycle Management (CLM) Governance
• Desc: Setting the strategic direction for our CLM system, ensuring it meets legal, compliance, and operational needs, from contract creation and negotiation to execution, storage, and renewal management.
• Level: Advanced
• Skill: Supplier Relationship & Risk Management (SRM)
• Desc: Developing the strategy for how we manage supplier data, performance, and risk within our systems. This includes onboarding, segmentation, performance tracking, and risk assessment frameworks.
• Level: Advanced
• Skill: Data Analytics & Performance Reporting
• Desc: Defining the key performance indicators (KPIs) for procurement operations, designing the data models, and interpreting complex analytics to drive strategic decisions and demonstrate value.
• Level: Advanced

Digital Tools

• Tool: Coupa / SAP Ariba (P2P Platforms)
• Level: Strategic/Architect
• Usage: Leading platform selection (RFP process), designing enterprise-wide system architecture, managing the overall vendor relationship and roadmap alignment. You're not configuring, you're directing the configuration.
• Tool: SAP S/4HANA / Oracle NetSuite (ERP Systems)
• Level: Strategic/Architect
• Usage: Governing procurement master data strategy, architecting complex integration points between P2P platforms and the ERP, ensuring data integrity across the enterprise.
• Tool: Power BI / Tableau (Data & Analytics)
• Level: Advanced
• Usage: Defining the key procurement KPIs and data models, presenting high-level insights from dashboards to leadership, challenging your team on data interpretation.
• Tool: DocuSign CLM / Icertis (Contract Mgmt)
• Level: Strategic/Architect
• Usage: Owning the CLM system strategy, designing workflows to mitigate risk and ensure compliance, selecting and implementing new CLM capabilities.
• Tool: MS Teams / Slack / Confluence (Collaboration)
• Level: Expert
• Usage: Setting communication strategy for system changes, using platforms for high-level stakeholder management, project governance, and fostering team collaboration.

Industry Knowledge

• Area: Procurement Best Practices & Benchmarking
• Desc: Deep understanding of industry-leading procurement processes, technologies, and organisational structures. You'll know what 'good' looks like and how we measure up against our peers.
• Area: Digital Transformation in Procurement
• Desc: Knowledge of how emerging technologies (AI, RPA, Blockchain) are impacting procurement and how to strategically incorporate them into our roadmap for competitive advantage.
• Area: Financial Controls & Audit Requirements
• Desc: Understanding of SOX, internal audit requirements, and other financial controls relevant to the P2P cycle, ensuring our systems are robust and compliant.
• Area: Supplier Market Dynamics
• Desc: General awareness of key supplier markets and how technology can support better supplier relationships, performance, and risk management.

Regulatory Compliance Regulations

• Reg: Sarbanes-Oxley (SOX) Compliance
• Usage: You'll be accountable for ensuring our P2P and CLM systems have the necessary controls, audit trails, and segregation of duties to meet SOX requirements. This means designing processes that are auditable and robust.
• Reg: GDPR / Data Privacy Regulations
• Usage: Ensuring that our supplier information management (SIM) processes and systems handle personal and sensitive data in compliance with GDPR and other relevant privacy laws. This includes data retention and access controls.
• Reg: Anti-Bribery & Corruption (ABC) Laws
• Usage: Implementing system controls and processes that help prevent and detect bribery and corruption risks within our procurement activities, especially concerning third-party due diligence and payments.

Essential Prerequisites

• Proven track record of leading significant procurement technology implementations or transformations (e.g., a major Coupa or Ariba rollout).
• Extensive experience (10+ years) in procurement operations, with at least 5 years in a leadership role managing a team.
• Demonstrable ability to manage complex vendor relationships and negotiate software contracts.
• Strong understanding of financial controls and audit requirements within a P2P context.
• Experience presenting strategic plans and business cases to executive leadership.

Career Pathway Context

You'll need to have 'been there, done that' when it comes to procurement systems. This isn't a role where you learn how to implement a P2P system; it's where you lead the strategy for the next generation of our systems. We're looking for someone who has already managed large-scale projects and built high-performing teams in this space.

Qualifications & Credentials

Emerging Foundation Skills

• Skill: AI-Powered Procurement Strategy
• Why: AI isn't just for automating tasks; it's becoming critical for strategic insights. Leaders who can harness AI to predict market shifts, optimise supplier portfolios, and identify new savings opportunities will significantly outperform those relying on traditional methods. It's about moving from descriptive to predictive and prescriptive procurement.
• Concepts: [{'concept_name': 'Predictive Analytics for Spend', 'description': 'Using AI to forecast future spend patterns, identify potential maverick spend, and predict supplier performance issues before they occur.'}, {'concept_name': 'Generative AI for Contract & Policy Drafting', 'description': 'Leveraging LLMs to rapidly draft and review legal clauses, policy documents, and RFPs, significantly speeding up cycle times and ensuring consistency.'}, {'concept_name': 'Intelligent Automation (RPA + AI)', 'description': 'Designing and deploying advanced automation solutions that combine Robotic Process Automation with AI for end-to-end process orchestration, not just task automation.'}, {'concept_name': 'Ethical AI & Bias Mitigation', 'description': 'Understanding the ethical implications of AI in procurement (e.g., supplier selection bias) and implementing safeguards to ensure fair and responsible use.'}]
• Prepare: This quarter: Attend a leading industry conference on AI in Procurement (e.g., Gartner, Forrester).
• This month: Read 2-3 whitepapers on AI's impact on supply chain and procurement strategy.
• Next 3 months: Lead a pilot project exploring a specific AI application (e.g., AI for contract analysis or supplier risk scoring) within your team.
• Next 6 months: Develop a clear business case for integrating a new AI tool into your procurement tech stack, demonstrating ROI.
• QuickWin: Start experimenting with generative AI for drafting internal communications, policy summaries, or initial drafts of business cases. It's a low-risk way to get familiar with the technology.

Advancing Technical Skills

• Skill: Advanced Data Governance & Master Data Management
• Why: As we rely more on data for strategic decisions and AI, the quality and governance of that data become paramount. You'll need to lead initiatives to ensure clean, consistent, and reliable master data (suppliers, materials, contracts) across all systems.
• Concepts: [{'concept_name': 'Data Quality Frameworks', 'description': 'Understanding how to define, measure, and improve data quality across various procurement data domains.'}, {'concept_name': 'Data Stewardship Models', 'description': 'Establishing clear roles and responsibilities for data ownership and maintenance within the organisation.'}, {'concept_name': 'Data Integration Architectures', 'description': 'Knowledge of modern data integration patterns (APIs, data lakes) to ensure seamless flow between disparate systems.'}, {'concept_name': 'Data Security & Compliance', 'description': 'Ensuring that sensitive procurement data is protected and handled in accordance with all relevant regulations.'}]
• Prepare: This month: Review our current master data management policies and identify 3 key areas for improvement.
• Next 3 months: Collaborate with IT to define a data quality improvement project for supplier master data.
• Next 6 months: Present a proposal to leadership for a more robust data governance framework for procurement.
• Next 12 months: Oversee the implementation of new data quality rules and monitoring tools.
• QuickWin: Initiate a regular 'data scrub' exercise with your team to clean up duplicate supplier records or inconsistent catalogue items. It's a quick win that shows commitment to data quality.
• Skill: Cybersecurity & Supply Chain Resilience
• Why: The increasing digitisation of procurement exposes us to greater cyber risks. You'll need to understand how to build resilient systems and processes that can withstand cyber threats and other disruptions, ensuring business continuity.
• Concepts: [{'concept_name': 'Third-Party Risk Management (TPRM)', 'description': 'Understanding how to assess and mitigate cybersecurity risks posed by our suppliers and their systems.'}, {'concept_name': 'Business Continuity Planning (BCP)', 'description': 'Designing procurement processes and systems that can continue to function effectively during major disruptions.'}, {'concept_name': 'Cybersecurity Best Practices', 'description': 'Familiarity with common cybersecurity frameworks (e.g., NIST, ISO 27001) and how they apply to procurement systems.'}, {'concept_name': 'Blockchain for Supply Chain Traceability', 'description': 'Exploring how distributed ledger technology could enhance transparency and security in complex supply chains.'}]
• Prepare: This quarter: Partner with our CISO to understand our current cybersecurity posture and identify procurement-specific vulnerabilities.
• Next 3 months: Review our supplier onboarding process to strengthen cybersecurity due diligence requirements.
• Next 6 months: Develop a 'playbook' for how procurement operations would respond to a major system outage or cyberattack.
• Next 12 months: Explore pilot programmes for advanced supply chain traceability solutions.
• QuickWin: Run a tabletop exercise with your team and IT to simulate a major system outage and see how well your current processes hold up. It's a great way to identify gaps.

Education Requirements

• Level: Minimum
• Req: Bachelor's degree in Business Administration, Supply Chain Management, Information Systems, or a related field.
• Alts: We're pragmatic. If you've got 20+ years of truly exceptional, demonstrable experience leading procurement systems and operations, we'll consider that equivalent. Show us what you've built.
• Level: Preferred
• Req: Master's degree (MBA or MSc) in a relevant discipline.
• Alts: A Master's is a nice-to-have, but practical, hands-on experience leading major transformations often counts for more.

Experience Requirements

You'll need roughly 16-20 years of progressive experience in procurement, with a significant portion (at least 8-10 years) focused specifically on eProcurement systems, P2P operations, and procurement technology leadership. This isn't your first rodeo; you'll have led multiple large-scale system implementations or transformations and managed substantial teams.

Preferred Certifications

• Cert: Certified Professional in Supply Management (CPSM)
• Prod: ISM (Institute for Supply Management)
• Usage: Demonstrates a comprehensive understanding of supply chain and procurement principles, which underpins effective system design.
• Cert: Project Management Professional (PMP)
• Prod: PMI (Project Management Institute)
• Usage: Essential for leading complex system implementation projects, ensuring they are delivered on time and within budget.
• Cert: Lean Six Sigma Black Belt
• Prod: Various (e.g., ASQ)
• Usage: Shows a strong capability in process improvement and optimisation, which is core to driving efficiency in procurement operations.
• Cert: Relevant eProcurement Platform Certifications
• Prod: Coupa, SAP Ariba, Jaggaer (e.g., Certified Coupa Administrator)
• Usage: While you won't be configuring day-to-day, a deep understanding of the platform's capabilities and limitations is crucial for strategic decision-making.

Recommended Activities

• Regularly attending industry conferences and webinars focused on procurement technology and digital transformation.
• Networking with peers and thought leaders in the eProcurement space to stay abreast of best practices and emerging trends.
• Engaging in continuous learning around AI, machine learning, and automation technologies and their application in procurement.
• Participating in executive leadership development programmes to hone strategic thinking and influence skills.

Career Progression Pathways

Entry Paths to This Role

• Path: Head of P2P Operations (Large Enterprise)
• Time: 3-5 years in previous role
• Path: Senior Manager, Procurement Systems (Global Scope)
• Time: 4-6 years in previous role
• Path: Consulting Director (Procurement Transformation)
• Time: 5-7 years in previous role

Career Progression From This Role

• Pathway: VP, Global Procurement Operations
• Time: 3-5 years in this Director role

Long Term Vision Potential Roles

• Title: Chief Procurement Officer (CPO)
• Time: 5-10 years post-Director role
• Title: Chief Operations Officer (COO)
• Time: 10-15 years post-Director role
• Title: Chief Digital Officer (CDO)
• Time: 10-15 years post-Director role

How Zavmo Delivers This Role's Development

DISCOVER Phase: Skills Gap Analysis

Zavmo maps your current competencies against all requirements in this job description through conversational assessment. We evaluate your foundation skills (communication, strategic thinking), functional skills (CRM expertise, negotiation), and readiness for career progression.

Output: Personalised skills gap heat map showing strengths and priorities, estimated time to competency, neurodiversity accommodations.

DISCUSS Phase: Personalised Learning Pathway

Based on your DISCOVER results, Zavmo creates a personalised learning plan prioritised by impact: foundation skills first, then functional skills. We adapt to your learning style, pace, and neurodiversity needs (ADHD, dyslexia, autism).

Output: Week-by-week schedule, each module linked to specific job responsibilities, checkpoints and milestones.

DELIVER Phase: Conversational Learning

Learn through conversation, not boring modules. Zavmo uses 10 conversation types (Socratic dialogue, role-play, coaching, case studies) to build competence. Practice difficult QBR presentations, negotiate tough renewals, and handle churn conversations in a safe AI environment before facing real clients.

Example: "For 'Stakeholder Mapping', Zavmo will guide you through analysing a complex enterprise account, identifying key decision-makers, and building an engagement strategy."

DEMONSTRATE Phase: Competency Assessment

Zavmo automatically builds your evidence portfolio as you learn. Every conversation, practice scenario, and application example is captured and mapped to NOS performance criteria. When ready, your portfolio supports OFQUAL qualification claims and demonstrates competence to employers.

Output: Competency matrix, evidence portfolio (downloadable), qualification readiness, career progression score.