AVP, Procurement Center of Excellence

·    Serve as the executive responsible for the design, performance and continuous evolution of the Procurement operating model.

·    Translate enterprise strategy and Procurement priorities into an integrated roadmap across organization, process, technology, data, analytics, governance and capability.

·    Define how work is requested, prioritized, routed, executed, approved, measured and improved across the Procurement lifecycle.

·    Clarify decision rights, accountabilities, handoffs, service levels, escalation paths and governance across Procurement and partner functions.

·    Establish differentiated operating pathways based on value, complexity, risk, urgency and stakeholder need.

·    Identify structural friction, redundant activity, control gaps, manual work and capacity constraints, and mobilize solutions across organizational boundaries.

·    Create an operating system that enables Category Management, Supplier Management, Sourcing, Contract Management and business partners to function as an integrated enterprise capability.

·    Establish disciplined operating rhythms for strategic planning, portfolio prioritization, delivery reviews, performance management, risk escalation and executive decisions.

·    Own the strategy, roadmap, governance, investment prioritization, adoption and value realization of the Procurement technology portfolio.

·    Establish a coherent platform architecture spanning intake and orchestration, sourcing, contracting, contract lifecycle management, supplier management, spend and performance analytics, risk integration, market intelligence, workflow automation and AI-enabled capabilities.

·    Serve as Procurement’s senior product and business owner with Enterprise Technology, platform owners and external technology partners.

·    Translate business strategies, process requirements, user needs, controls and data requirements into scalable technology capabilities and sequenced investments.

·    Maintain a transparent portfolio view of initiatives, dependencies, costs, resources, risks, milestones, adoption and realized outcomes.

·    Make disciplined build, buy, configure, integrate, automate, retire and simplify recommendations.

·    Rationalize overlapping tools, reduce technology and process fragmentation, improve interoperability and establish authoritative data flows.

·    Ensure solutions are designed around user experience, control integrity, data quality, scalability and measurable business value rather than deployment alone.

·    Establish product ownership, enhancement governance, release planning, testing, training, adoption and support models across the portfolio.

·    Accelerate the responsible application of AI, automation, workflow intelligence, contract intelligence and decision support across Procurement.

·    Hold internal and external technology partners accountable for delivery, performance, adoption and value.

·    Serve as the enterprise owner of Procurement’s core process architecture, standards, methodologies and controls, excluding Requisition-to-Pay processes owned by Accounts Payable.

·    Own end-to-end process design across intake, demand shaping, category planning, sourcing, due diligence coordination, contracting workflows, supplier onboarding, segmentation, supplier governance, performance management, issue escalation, renewal planning and supplier exit.

·    Own contracting technology and process design in close partnership with the Contract Management team, with clear decision rights for operational execution, commercial accountability and legal authority.

·    Establish enterprise standards while allowing justified variation based on business model, category, jurisdiction, complexity and risk.

·    Define process ownership, decision rights, control points, service levels, required data, documentation standards and performance measures.

·    Partner with Category and Supplier Management leaders to embed practical, commercially relevant processes that improve outcomes rather than add administrative burden.

·    Own supplier-management methodologies, enabling technology, data standards, governance and measurement; category and supplier leaders retain accountability for supplier strategies, relationships, interventions and outcomes.

·    Simplify workflows and remove steps that do not materially improve value, risk, control or decision quality.

·    Use process data, workflow analytics, stakeholder feedback, audit findings and operational insight to identify root causes and prioritize improvements.

·    Maintain authoritative process maps, playbooks, methodologies, templates, guidance and knowledge assets.

·    Drive adoption through communications, training, embedded guidance, change networks, leadership reinforcement and objective usage measures.

·    Lead the Procurement analytics and insights organization, converting spend, contract, supplier, pipeline, performance, savings, risk, workflow and market data into decision advantage.

·    Establish a Procurement data and analytics strategy aligned with enterprise data governance and Finance requirements.

·    Create authoritative data products and executive views covering spend, demand, commitments, opportunities, supplier exposure, contract obligations, performance, value delivery, cycle time, risk and required decisions.

·    Shift the analytics function from retrospective reporting to diagnostic, predictive and prescriptive insight.

·    Develop models that identify demand-management opportunities, supplier consolidation, commercial leakage, renewal risk, process friction, concentration, compliance gaps and emerging value opportunities.

·    Build decision-ready insights for the Chief Procurement Officer, Procurement Leadership Team, Finance, business executives and category leaders.

·    Establish common definitions, data ownership, quality controls, reconciliation processes and authoritative sources.

·    Partner with Finance to ensure savings, cost avoidance, cost containment, productivity, working capital and broader value measures are credible and consistently applied.

·    Use AI, process mining, benchmarking and external intelligence where they produce demonstrable improvements in foresight or decision quality.

·    Measure whether analytics change decisions and outcomes, not merely whether reports are produced.

·    Lead Procurement’s enterprise capability for merger, acquisition, divestiture and integration activity.

·    Partner with Corporate Development, Integration Management, Finance, Legal, Technology, Risk, business leadership and acquired entities to assess third-party implications.

·    Establish repeatable Procurement playbooks, data requirements, decision gates, governance and integration roadmaps for transactions.

·    Lead third-party spend, supplier, contract, commitment, concentration, dependency, risk and synergy analysis during diligence.

·    Identify supplier-related transaction risks, change-of-control provisions, termination exposure, duplicate commitments, integration dependencies, transitional requirements and savings opportunities.

·    Develop Procurement integration and separation strategies covering systems, processes, policies, suppliers, contracts, data, operating models, governance and organizational capability.

·    Build synergy hypotheses, validate baselines, establish accountable owners and partner with Finance to track realization.

·    Protect continuity of critical goods and services throughout transaction close, integration, migration or separation.

·    Sequence supplier negotiations and contract actions to preserve leverage and avoid premature value leakage.

·    Own a scalable M&A enablement capability that mobilizes expertise across Procurement based on transaction needs rather than centralizing all execution in a large standing team.

·    Capture lessons from each transaction and continuously improve the enterprise playbook.

·    Own the integrated Procurement transformation roadmap and portfolio governance model.

·    Partner with accountable business owners to define outcomes, scope, dependencies, resources, milestones, risks and decisions for major initiatives.

·    Ensure initiative ownership remains with the leaders accountable for business outcomes rather than transferring every project into the COE.

·    Lead quarterly planning and executive portfolio reviews, bringing transparent recommendations on sequencing, capacity, tradeoffs and investment decisions.

·    Intervene directly when critical initiatives stall, cross-functional ownership is unclear, or execution risk threatens enterprise outcomes.

·    Establish common delivery disciplines, decision tracking, change-control expectations and outcome measurement without creating a bureaucratic project layer.

·    Develop executive-ready communications that translate complex transformation portfolios into clear decisions, risks, recommendations and measurable impact.

·    Build, lead and develop a multidisciplinary organization spanning Procurement technology, process excellence, analytics and insights, M&A enablement, transformation, governance and change.

·    Establish high standards for strategic thinking, product ownership, process design, analytical rigor, delivery discipline, executive communication, user experience and measurable impact.

·    Create an organization that brings structure to ambiguity without adding bureaucracy.

·    Ensure leaders can move seamlessly between enterprise strategy, executive decisions, solution design and hands-on delivery when required.

·    Replace passive coordination with active ownership, clear recommendations, accountable decisions and disciplined follow-through.

·    Develop leaders who can independently advise executives, challenge assumptions and mobilize work across functions without relying on positional authority.

·    Build a culture that prizes simplification, curiosity, urgency, precision, experimentation and durable execution.

·    Increase functional capacity through standardization, automation, AI, self-service, better information and elimination of low-value work.

·    Establish clear talent strategies, succession plans, role architecture, capability standards and development pathways.

·    Measure the COE by adoption, capacity created, decisions improved, friction removed and enterprise value realized, not by projects completed or artifacts produced.

·    15+ years of progressive experience across Procurement, Procurement Operations, Procurement Technology, Source-to-Contract Transformation, Enterprise Process Ownership, Analytics, M&A Integration, Finance Operations or related enterprise leadership roles.

·    Significant leadership responsibility for complex, enterprise-scale transformation, technology, process or operating-model portfolios.

·    7+ years of people leadership experience, including building, transforming and retaining multidisciplinary teams.

·    Demonstrated experience owning a portfolio of Procurement technology platforms and converting business strategy into roadmaps, investment priorities, requirements, delivery, adoption and realized value.

·    Deep operational knowledge across intake and orchestration, Source-to-Contract, sourcing, contracting, supplier onboarding, supplier management, third-party risk and Procurement analytics.

·    Demonstrated experience designing, simplifying, standardizing and scaling end-to-end processes in a complex, matrixed enterprise.

·    Strong product-manage