Interim Procurement Director, Gulf | Abu Dhabi, Dubai, Doha

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

Interim procurement leadership

Twenty years running procurement across a global telecoms equipment manufacturer, a global corporate travel group, a global aerospace and defence manufacturer and a global insurer. Over $1B under management, four continents, English, French and Arabic.

Progress reported in the finance pack rather than a slide deck, and a function your team holds when the engagement ends. Fee at risk against realised savings, where the mandate suits it.

How I work →

Inside the engagement

Automation, three ways.

Where automation earns its place, I pick the route that fits. Including someone else's tool, when that is the right answer.

Co-develop

Co-built with your team

Designed around how you actually operate, with your team in the room, so they can develop, execute and expand it after I go.

Adapt

Existing tools, made to fit

KleanCost for should-cost analysis, Clawzer for contract intelligence, shaped to your categories and your process.

See the tools →

Source

The right tool from the market

Sometimes the answer is already built by someone else. I select it, negotiate it and put it to work. No stake in which one you buy.

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

Spend Management

Category Strategy

Portfolio Strategy

Complex Negotiations

Negotiation Planning

Supplier Performance Management

Maturity Assessment

Organisational Upskilling

Operating Model Design

Contract Management

Executive Business Reviews

Policy Design

Sustainable & Ethical Sourcing

AI & Should-Cost Modelling

Board Reporting

Spend Management

Category Strategy

Portfolio Strategy

Complex Negotiations

Negotiation Planning

Supplier Performance Management

Maturity Assessment

Organisational Upskilling

Operating Model Design

Contract Management

Executive Business Reviews

Policy Design

Sustainable & Ethical Sourcing

AI & Should-Cost Modelling

Board Reporting

AI Enablement

Interim for Automation

Function Rebuild

Rapid Scale

M&A Integration

Transformation Programmes

Supplier Strategy

Cost Reduction

Risk & Resilience

Working Capital

Compliance & Governance

Digital & AI Enablement

Any Sector

AI Enablement

Interim for Automation

Function Rebuild

Rapid Scale

M&A Integration

Transformation Programmes

Supplier Strategy

Cost Reduction

Risk & Resilience

Working Capital

Compliance & Governance

Digital & AI Enablement

Any Sector

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

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

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 →

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.

Who I Work With

Companies that need results, not overhead.

Function Rebuild

No procurement leadership in place, or a function that isn't performing. Step in, stabilise, and build the operating model from the ground up.

Rapid Scale

Spend growing faster than the team can manage. Build governance, category strategy, and supplier structure that scales with the business.

M&A & Integration

Vendor rationalisation, supplier onboarding, and category consolidation across combined entities. Deepest expertise in indirect spend, professional services, and complex contracts.

Transformation Programmes

End-to-end redesign of procurement operating models. Strategy, process, and technology - built to last after the engagement ends.

Questions

What people ask before they call.

Do you work on the ground in the Gulf, or remotely?

On the ground. For the right engagement I relocate to the market, or open a local office, covering Abu Dhabi, Dubai and Doha. Procurement leadership runs on being in the room with the executive team and with suppliers, which no call replaces.

Which Gulf markets do you cover?

The United Arab Emirates and Qatar, working from Abu Dhabi, Dubai or Doha depending on where the engagement sits. I work in English, French and Arabic, and have run procurement across four continents.

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.

What happens when you leave?

Your team holds it. Structure, governance and category strategy are documented as they are built, the people are developed during the engagement rather than after it, and any automation put in place stays with the team who helped shape it. The handover is part of the work, not an appendix.

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.

Interimprocurementleadership,
on thegroundin theGulf.

Accountable for the outcome, not the advice.