Independent procurement leadership

Reduce indirect spend, strengthen procurement and stay committed through execution.

I work directly with finance, procurement and operating leaders to find the opportunity, align the numbers and turn decisions into results the organization can defend.

30+ years inside Sony, Amgen, Rogers, Microsoft and IBM, now working directly with clients through Oxley Consulting.

See named results Talk with Murray

What I help with

Senior leadership delivers where spend, suppliers and execution need action.

Indirect Spend & Procurement Strategy

Understand the spend, focus the priorities and set a practical route forward.

Supplier Negotiation & Sourcing

Prepare the facts, lead the negotiation and protect the result through implementation.

Procurement Transformation

Build the operating model, governance and capability the team can sustain.

Interim & Execution Leadership

Provide senior ownership when the work cannot wait for a permanent structure.

Ways to engage

Get the support needed for the work to get done.

4–8 weeks

Executive Assessment

A focused review of spend, opportunity, capability and the decisions required next.

Project-based

Procurement Transformation

Senior leadership across design, stakeholder alignment, governance and execution.

Interim / fractional

Executive Leadership

Direct ownership when the organization needs experienced leadership before a permanent structure is ready.

Ongoing retainer

Executive Advisory

Independent challenge, decision support and practical guidance for leaders carrying the work.

Scope and investment depend on the work required. The first conversation is used to establish whether there is a fit and what an appropriate engagement would look like.

Named proof

Delivered results and identified opportunities need to remain separate.

$8MMarketing savings deliveredRogers, across a $500M marketing spend base.

$15MAnnual cost reductionMicrosoft enterprise operating model.

$10M+Opportunity pipelineIdentified, governed and actively managed for Oatly, not presented as delivered savings.

12 BUsEnterprise operating scopeMicrosoft procurement model supporting $3.2B of indirect spend.

What I have learned

Good spend decisions depend on numbers everyone can stand behind.

The work is not simply finding an opportunity. Finance, procurement and the operating team need to understand the same baseline, the same assumptions and the same result.

Bring the information together.

A common view makes the numbers easier to use.

Create one agreed measure of value.

The baseline, assumptions and method must be repeatable by finance, not dependent on who presents them.

Connect priorities to ownership.

Clear ownership turns understanding into action.

Everyone signs off on the same number.

When finance, procurement and operations can repeat the same calculation, the decision stops being an argument and the saving stops being a guess.

The platform

Built to keep the work visible, manageable and accountable.

Your whole program in one live view: initiatives, savings, blockers and next actions, current at all times and open to your team read-only. It accelerates the work and makes it provable.

See how I work

Decisions that continue into action.

I stay close to the baseline, the decisions and the execution until the result can stand on its own.

Start a conversation

One clear view. One shared understanding.