Indirect Spend Specialist · Interim Procurement Director · Head of Procurement · EN / FR / AR

Interim,contractor fractional
procurement leadership.

Six ways to buy the services.You pay for the result, not for headcount.

Interim Procurement Director Fractional Leadership Procurement Transformation All six ways →

AI designed and built by procurement, with procurement, for procurement

$1B+

Spend Under Management

20+

Years Senior Experience

4

Continents Operated

3

Languages: EN / FR / AR

VectoSource is the practice of Ray Daiboun, interim procurement director.
Twenty years in the seat, over $1B of spend under management.

I specialise in indirect spend, which covers professional services, outsourcing, technology and the support contracts behind them.

I work with CPOs and CFOs across the UK, Europe and MENA, taking the commercial decisions rather than recommending them, and helping the team upskill to build or source the tools they need.

Accountability

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.

The engagement

Reasons to bring me in.

Six situations, one person accountable for the results.

Interim

Six ways to bring me in

Each one starts from a problem the business already has, and ends with the function able to carry it without me.

I run procurement from inside the structure, so the decisions are mine to make and mine to defend. Progress is reported in the finance pack, not a slide deck.

Twenty years across a global telecoms equipment manufacturer, a global corporate travel group, a global aerospace and defence manufacturer and a global insurer.

How I work →

Technology enablement

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.

Build

Co-developed with your team

Designed around how you actually operate, with your team in the room, so they can run and extend it after the engagement ends.

Partner

Proprietary accelerators

Tools already built and proven, configured to your categories and your process, so the work starts from something that runs.

Buy

Selected from the market

Sometimes the answer is already built by someone else. I run the selection, negotiate the contract and put it to work.

Proprietary accelerators

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

Reads your repository

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

Clawzer Early access Questions answered across a whole contract portfolio, with citations, on your own machine. See how it works →

How the intake to market run works, step by step

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 →

How the procure-to-pay run works, step by step

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 →

The governance model for a procurement team building its own tools

Citizen innovation scaled through fusion teams

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.

Track Record

Where the experience comes from.

Global corporate travel group

Led multiple category transformations. Built supplier governance and commercial frameworks across Europe and MENA.

CoverageGlobal

SectorBPO, Tech & HR

Global telecoms equipment manufacturer

Led global category management across large-scale spend portfolios. Delivered sustained cost reduction and supplier consolidation programmes across the Nordics and EMEA.

CoverageGlobal

SectorLogistics & Supply Chain

Global aerospace and defence manufacturer

Procurement leadership in a high-stakes aeronautics environment. Drove supplier negotiations, contract management, and cross-functional delivery across US and UK operations.

CoverageUK & US

SectorAeronautics & Defence

KleanCost - AI Should-Cost Platform

Developed an AI-powered should-cost platform that automates cost analysis and benchmarking for procurement teams. Practitioner-built - not a side project.

Linkkleancost.com

What People Say

From colleagues and clients.

"

Ray is a force of nature. His ability to ask questions that leave a whole room astounded at the depth of insight is something that never ceases to amaze.

Sam Yeowell, Business Transformation Consultant

"

Ray was an asset, innovative and motivated to lead teams, business improvement projects, and strategic initiatives.

Jim Bass, Operations Director, L3Harris

"

His strategic mindset and expertise in contract management transformed our processes, leading to significant cost savings and stronger supplier relationships.

Natalie De Jesus, Senior HR Leader EMEA, Pyramid Analytics

Who I Work With

Companies that need results, not overhead.

Indirect spend

Professional services, outsourcing, technology, facilities and the complex contracts that come with them. This is where I am strongest and where most of the value sits.

Mid-size businesses

Spend has outgrown the structure managing it, and a full-time director is hard to justify. Senior judgement, bought by the week or by the problem.

Businesses in change

A centralisation, a post-merger integration, a systems move, or a function to rebuild. Owned from inside the structure rather than advised on from outside.

UK, Europe and the Gulf

Based in the UK, working across Europe, and in the Gulf on the ground when the engagement calls for it. English, French and Arabic.

Questions

What people ask before they call.

How quickly can you start?

Within 30 days of agreement, and often sooner. There is no notice period to serve, no search to run and no onboarding curve. I arrive with a plan for the first 30, 60 and 90 days, agreed with you before day one so the direction is settled rather than discovered.

What have you actually run?

Twenty years leading procurement across a global telecoms equipment manufacturer, a global corporate travel group, a global aerospace and defence manufacturer and a global insurer, across four continents and over $1B of spend. The work itself was complex negotiations, critical tenders, spend optimisation, and savings that reached the P&L rather than a report. Alongside it, automation built into the function, and teams led back to confidence as individuals and as a group.

How long does an engagement last?

Set by the work rather than a default. A transformation or an integration usually runs six to twelve months. Covering a seat during a search runs three to six. The end point is agreed at the start, with a handover written into the plan rather than improvised at the finish.

What happens when you leave?

Your team holds it. The operating model, governance, category strategies and metrics are built together with your team and documented as part of the work, so they own it before I leave rather than inherit a manual on the last day. Any automation put in place stays with the people who helped shape it.

Where do you work?

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. Procurement leadership needs the room, not a call.

How does the engagement work commercially?

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.

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