Interim,contractor fractional
procurement leadership.

Accountable for the outcome, not the advice.

• Margin improvementSavings measured against a baseline and a budget agreed with the business, finance and your own procurement leaders. Nothing is recorded unless it reaches the profit and loss account. Delivered under a negotiation mandate, with the strategy and the fallback positions agreed before the first meeting.
• Risk assessment and mitigationExposure assessed contract by contract against a risk appetite agreed with legal and the business, with liability caps, indemnities and exit terms held to a standard. Performance and quality measured against the service levels agreed, with delivery assurance on the contracts the business cannot afford to lose. What is signed, how it is performing and when it renews, visible in one place.
• Process optimisationThresholds and approval routes built around how the business already works, so the process is followed rather than circumvented. Spend and suppliers segmented so effort goes where the value and the risk sit. Documented as it is built, so it survives the handover.
• Digital enablementManual analysis and reporting automated against rules your team sets, not a platform imposed on them. Built, configured or selected with the people who will run it afterwards. Performance available to leadership at any time, without anyone preparing a pack for it.
• Speed to marketSourcing cycle time reduced by removing the steps that carry no decision, not by stepping around governance. Supplier capability brought in through structured relationship management, so innovation arrives on your roadmap rather than surfacing at renewal.
• Stakeholder engagementBudget holders engaged before the category strategy is set, so the decision is taken jointly and owned by the business. Progress reported in the finance pack, in the measures the business already uses. Procurement is consulted early as a commercial partner, rather than met late as a policy gate.

Reasons to bring me in.

Six situations, one person accountable for the results.

Build, buy or partner.

Where automation forms part of the engagement, the business case sets the route. Build, buy or partner. I am vendor neutral. No reseller agreements, no referral fees, no commercial interest in the option you choose.

Proprietary accelerators

KleanCost Live Should-cost analysis and supplier benchmarking for a category, without the spreadsheet build. Visit kleancost.com →

Reads your repository

247 files

Splits each contract into clauses

MSA_Northwind.pdf

Finds answers by meaning

Stays private, on your machine

On your device Your own AI account Nothing sent to us

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→

Clawzer Early access Questions answered across a whole contract portfolio, with citations, on your own machine. See how it works → I2M, first pillar of S2C Built A typed request categorised, researched against your own documents and the market, and returned as a drafted sourcing document. That is intake to market, the first half of source to contract. The second half, market to contract, runs to offers received and is in development. See the operating map → Procure-to-pay orchestration Demonstrated Request to payment in one run, with policy, budget and four-way match checked automatically and only exceptions reaching a person. See the operating map → Automated Innovation Engine Model The governance model for a procurement team building its own tools. Rules set once, work qualified against them, ownership named. See the model → EPNOS In development Negotiation governance inside Microsoft Word. Your playbook applied clause by clause, with a full audit trail.

From colleagues and clients.

Companies that need results, not overhead.

What people ask before they call.