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A procurement director when you need one.
For as long as you need one.

Six ways to buy the same thing, a director who owns the decision and carries it. Specialised in indirect spend, which covers professional services, outsourcing, technology and support contracts. You pay for the result, not for headcount.

Interim Procurement Director Fractional Leadership Negotiations as a Service Category Management as a Service Procurement Transformation Automation Design and Development
Vacancy cover and interim leadership

Interim Procurement Director
or Head of Procurement

I take the seat within 30 days. No search to run, no learning curve, and full accountability for spend, suppliers and the team for as long as the engagement lasts.

Any sector, any size. My specialism is indirect spend, which covers professional services, outsourcing, technology, facilities and the complex contracts that come with them.

Running the function

  • ✓ Full leadership of the procurement function
  • ✓ Stakeholder and board-level engagement
  • ✓ Team leadership and capability building
  • ✓ Procurement strategy and roadmap
  • ✓ Maturity assessment and improvement plan
  • ✓ Policy, approval thresholds and delegated authority
  • ✓ Risk and compliance oversight
  • ✓ Procurement systems and process implementation

Commercial delivery

  • ✓ Category strategy and spend optimisation
  • ✓ Negotiation planning and execution
  • ✓ Commercial terms structuring and risk allocation
  • ✓ Supplier governance and contract management
  • ✓ Supplier escalation and dispute resolution
  • ✓ Make-or-buy and outsourcing decisions
  • ✓ Cost reduction programme delivery
  • ✓ Tender design, execution and award
When do you need one?

When the seat cannot stay empty.

A director leaves and live negotiations stall. A transformation programme needs senior ownership. A merger or acquisition needs supplier rationalisation led from inside. The work does not pause while a search runs.

Fractional leadership

Fractional Procurement Leadership

I give you director judgement on your hardest spend without a permanent salary. Two days a week, on fixed terms, with sign-off on the decisions that carry real money.

Built for businesses whose spend has outgrown the structure managing it. Nearly a quarter of interim assignments are now delivered this way.

What I lead

  • ✓ Procurement strategy and roadmap
  • ✓ The decisions that carry real money
  • ✓ Maturity assessment and improvement plan
  • ✓ Supplier rationalisation and panel management
  • ✓ Mentoring your existing buyers

What leadership sees

  • ✓ Board and executive reporting
  • ✓ Risk and compliance oversight
  • ✓ Procurement performance reported live, not once a month
  • ✓ Business goals connected to procurement performance
When do you need one?

When spend outgrows the structure.

Spend is growing faster than the function managing it, and commitments are being made without governance behind them. This puts senior leadership and controls in place at a fraction of the cost of a permanent hire.

Contract renegotiation

Negotiations as a Service

I run your critical negotiations, from preparation to signature. You can pay a straight day rate, or a lower day rate plus a capped share of what the negotiation delivers.

A critical negotiation is one where the outcome changes the money or the risk the business carries. A renewal that has quietly grown, an incumbent who knows they are hard to replace, or a contract where the terms matter more than the price.

Before the table

  • ✓ Position and leverage analysis
  • ✓ Should-cost modelling to set a defensible target, supported by KleanCost
  • ✓ Market and supplier intelligence
  • ✓ Negotiation strategy and scenario planning
  • ✓ Your team prepared alongside me

At the table and after

  • ✓ Leading the negotiation directly, or behind your team
  • ✓ Commercial terms structuring and risk allocation
  • ✓ Escalation and deadlock handling
  • ✓ Signed outcome measured against the original baseline
  • ✓ The approach written down for the next renewal
How is it priced?

Two ways, your choice.

A straight day rate, or a lower day rate plus a capped share of the gain between the baseline and the final signed position. The baseline is the contract you hold today, agreed in writing before the work starts. If the business decides not to sign, the day rate still stands.

Category and spend management

Category Management as a Service

I take one critical indirect category for a fixed period, usually six months. It is handed back with the market intelligence behind it, a category strategy, an execution plan, signed contracts, and someone on your team able to run it.

Critical means it carries real money or real risk, and nobody has taken it on in years. The incumbent has been in place too long, the spend is scattered, or nobody can say what good looks like.

The work

  • ✓ Spend and supplier analysis across the category
  • ✓ Market and supplier intelligence
  • ✓ Should-cost view to set the target, supported by KleanCost
  • ✓ Tender design, execution and award
  • ✓ Contracts negotiated and signed inside the period

What you keep

  • ✓ Category strategy, written and signed off
  • ✓ Execution plan with owners, dates and targets
  • ✓ A playbook the team can reuse on the next category
  • ✓ Supplier governance and performance measures
  • ✓ A named owner, able to run it without me
What makes it different?

An end date, not a contract for bodies.

A leadership engagement with a finish line, not a resourcing arrangement that quietly renews. You keep the intelligence, the strategy and the plan, with an owner named and able to run it.

Operating model redesign

Procurement Transformation

I redesign how the business buys, end to end. The operating model, the category strategy, the process, the technology and the people. Owned rather than advised on, and built so the performance holds after I leave.

Everything is built together with your team, so they have already run it before the engagement closes. I have run transformation programmes at Ericsson, American Express Global Business Travel and L3Harris.

The redesign

  • ✓ Operating model, covering who decides what and where procurement sits
  • ✓ Policy, approval thresholds and delegated authority
  • ✓ Process redesign and automation
  • ✓ Supplier risk framework and compliance checks
  • ✓ Technology selection, rollout and adoption

What your team keeps

  • ✓ Category strategy across all spend areas
  • ✓ Category playbooks the whole team can reuse
  • ✓ Spend analytics, reporting and market intelligence
  • ✓ Performance reporting built with your team and automated
  • ✓ Training, skills assessment and named ownership
What is left behind?

Capability your team holds.

Knowledge transfer runs through the engagement rather than at the end of 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.

Process automation

Automation and AI in Procurement

I build the automation your procurement work actually needs, one of three ways. Co-built with your team, an existing tool adapted, or the right tool sourced from the market. I hold no stake in which tool you buy.

I developed KleanCost, which automates should-cost analysis, and Clawzer, which answers questions across a whole contract portfolio. The tools are designed by procurement, with procurement, for procurement.

Where it starts

  • ✓ Assessment of where automation adds value
  • ✓ Where human judgement must stay in the loop
  • ✓ Should-cost modelling and automation
  • ✓ Spend analytics and supplier intelligence
  • ✓ Tool selection, whoever builds it

What gets built

  • ✓ Bespoke tools built around your process
  • ✓ Existing tools adapted to your categories
  • ✓ Live dashboards for leadership
  • ✓ Named ownership for every tool in use
  • ✓ Team training and adoption
Is it built or bought?

Built by a working buyer.

I developed KleanCost for should-cost analysis and Clawzer for contract intelligence. The tools reflect how buying actually works, because they were built by someone doing the buying.

How I Work

Four steps.
No filler.

1

Diagnose

Rapid assessment of your procurement function, spend, processes, people, risks, and opportunities. Honest, evidence-based.

2

Design

A clear plan with prioritised actions, measurable targets, and realistic timelines. No fluff, no 200-slide decks.

3

Deliver

Hands-on execution alongside your team. I stay until the work is done and the results are visible.

4

Transfer

Capability built into your team. Processes documented. You own it. I leave, and it keeps working.

Questions

What buyers ask about these services.

What is the difference between an interim procurement director and an interim head of procurement?

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.

How is an interim different from a consultancy?

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.

What does procurement transformation cover?

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.

Which spend categories do you cover?

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.

How quickly can you start, and where do you work?

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.

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.

Get Started

Flexible Availability

Start date agreed at engagement. Get in touch and we can talk through what you need.