One accountable leader in the seat within 30 days. Four mandates, and what each one covers.
An interim procurement director is a senior procurement leader engaged for a defined period to run the function and own its result. I take the seat within 30 days, with no search to run and no onboarding curve, and hold full accountability for spend, suppliers and the team.
Any sector, any size. Deepest ground: indirect spend, professional services, outsourcing and complex contracts. Used most often for a change to lead or a seat to cover.
A director leaves and live negotiations stall. A transformation programme needs senior ownership. A merger or acquisition needs vendor rationalisation and supply chain integration led from inside. The work does not pause while a search runs.
An interim head of procurement gives an organisation leadership at the top of the function without a permanent appointment. Typically two to three days a week, on fixed terms, covering strategy, supplier governance and commercial discipline, with direct access to a senior operator rather than a consulting team.
Used most often for a function to lift or a function to build.
Spend is growing faster than the function that manages it, and commitments are being made without governance behind them. An interim engagement puts senior leadership and controls in place on a schedule that fits the stage the business is at.
Procurement transformation is the end-to-end redesign of how an organisation buys: operating model, category strategy, process, technology and people. Owned end to end rather than advised on, and built so performance holds after the engagement closes.
I've run transformation programmes at Ericsson, American Express GBT, L3Harris, Zurich Insurance, and across UK public sector.
Structure, governance and category strategy are documented as they are built, and the people are developed during the engagement rather than after it. Every engagement ends with your team owning the process.
Where automation earns its place inside an engagement, it arrives one of three ways: co-built with your team, existing tools adapted, or the right tool sourced from the market. I hold no stake in which tool you buy. The AI is designed and built by procurement, with procurement, for procurement.
I developed KleanCost, an AI should-cost platform. Every engagement benefits from practitioner-grade AI thinking, not theoretical slides.
I assess existing processes to determine where automation adds value and where human oversight remains essential, applying AI where it delivers measurable benefit.
I developed KleanCost, an AI should-cost platform that automates cost analysis for procurement teams, and Clawzer for contract intelligence. Practitioner-grade knowledge in every engagement, and the tools reflect how buying actually works.
Rapid assessment of your procurement function, spend, processes, people, risks, and opportunities. Honest, evidence-based.
A clear plan with prioritised actions, measurable targets, and realistic timelines. No fluff, no 200-slide decks.
Hands-on execution alongside your team. I stay until the work is done and the results are visible.
Capability built into your team. Processes documented. You own it. I leave, and it keeps working.
The director role is full-time ownership of the function for the length of the mandate, with accountability for spend, suppliers and the team. The head of procurement engagement is typically two to three days a week, covering strategy, governance and commercial discipline where a permanent appointment is not yet justified.
A consultancy advises and hands over a report. An interim takes the seat, holds the authority, and is judged on what happens rather than what is recommended. You get one accountable senior person rather than a team with a partner above them and analysts below.
Operating model design, category strategy across all spend areas, process redesign and automation, technology selection and deployment, and the performance framework that holds it together. Delivered as an owned programme, with capability built into the team as it goes.
Deepest ground is indirect spend, professional services, outsourcing and complex contracts, including IT and technology vendors. The work spans category management, supplier rationalisation, complex negotiations, critical tenders, should-cost modelling and cost reduction programmes.
Within 30 days of agreement, and often sooner. The United Kingdom and Europe from base. For the right engagement in the Gulf I relocate to the market, or open a local office, covering Abu Dhabi, Dubai and Doha. I work in English, French and Arabic.
Two ways. A day rate against a defined scope, agreed before the start. Or a lower day rate with a share of savings once they are realised, verified and signed off by your finance team against a baseline we agree before I begin. Either way, a written statement of work covers the outcome, the authority I hold and the reporting line.
Start date agreed at engagement. Get in touch and we can talk through what you need.
Available upon agreement. Operational within days of engagement start.
Director-level thinking and execution from the first conversation. No juniors, no handoffs.
UK-based, operating globally. Fluent in English, French, and Arabic.
I'll be in touch within 24 hours.