Direct role. Clear scope. No implied ownership.
Each case states what I led, what changed and what the number represents.
Built the procurement operating rhythm and governed a $10M+ opportunity pipeline.
Starting point
- Procurement capability was still being established.
- Finance needed a clear method to validate value.
- The pipeline needed active ownership and execution.
What changed
- Set the operating rhythm and financial validation method.
- Built and governed the savings pipeline.
- Worked with the team through execution, not just recommendation.
Result
$10M+Opportunity pipelineIdentified, governed and actively managed with the client team.
Led procurement delivery across $3.2B of indirect spend and 12 business units.
Starting point
- Business units operated with different processes and priorities.
- Service performance and cost needed one enterprise view.
- Controls had to work at global scale.
What changed
- Led the operating model supporting $3.2B of indirect spend across 12 business units.
- Aligned governance, service measures and accountability.
- Reduced operating cost while maintaining control.
Result
$15MAnnual cost reductionDelivered through the operating model, alongside 99.9% SLA performance and 100% audit compliance.
Led sourcing across a $500M marketing spend base and delivered $8M in savings.
Starting point
- Marketing spend was spread across categories and suppliers.
- Opportunity needed to be identified without disrupting delivery.
- Stakeholders needed confidence in the sourcing approach.
What changed
- Structured the spend and prioritized the addressable areas.
- Led supplier and category sourcing activity.
- Kept marketing and procurement aligned through decisions.
Result
$8MSavings deliveredAcross a $500M marketing spend base.How to read these numbers
Delivered means the saving was validated and repeatable by finance. Identified means the opportunity was found and governed, not yet booked. I never blend the two, so every figure here means exactly what it says.