About this Role
Quanta Services (NYSE: PWR) is a Fortune 200 company and the largest specialty contractor in North America, with $28B+ in annual revenue, 70,000+ employees, and 250+ operating companies. Quanta’s Corporate IT organization supports the enterprise with shared technology services, infrastructure, cybersecurity, and business applications.
Quanta has not historically had a strategic, centralized approach to IT procurement.
This is changing. Quanta is building its first strategic IT Procurement & Vendor Strategy function from scratch. The Senior Manager will be the foundational leader — the person who inherits the current state, stabilizes operations, builds the function, and transforms it into a strategic capability that drives measurable cost reduction across significant enterprise-scale IT spend.
You are walking into a function that needs immediate operational stabilization and long-term strategic vision simultaneously. This is a build, not a maintain.
What You'll Do
Stabilize the Foundation (Now)
The current state of IT procurement has existing processes and documentation, but they have not been consistently maintained or updated, and operational discipline has eroded over time. Your first priority is getting your arms around it. Starting with Quanta’s corporate IT portfolio, you will conduct a comprehensive assessment of every active technology agreement, vendor relationship, and renewal obligation. You will inventory the contract portfolio, identify what is expiring, what has auto-renewed on unfavorable terms, and where Quanta has limited commercial leverage because vendor relationships have been managed by technology delivery leaders who are focused on running the business, not negotiating contracts. You will fix the renewal process so the organization is never again making critical decisions with insufficient lead time. This is the foundation everything else depends on — and it starts on day one.
Define the Strategy and Build the Function (Next)
Once the immediate exposure is contained, you shift to strategy. Based on what you learn during stabilization, you will define the strategic mandate for IT procurement at Quanta: what categories this function owns, what the target operating model looks like, what the cost takeout opportunity is, and how this function evolves from a corporate capability to an enterprise-wide one. That strategy should envision enterprise reach — but you execute it at corporate first. You will stand up the function against the corporate IT portfolio, prove the operating model works, demonstrate measurable value, and build credibility with leadership. Some enterprise-scale work will begin naturally even at this stage — Quanta already manages licensing for itself and across operating companies for certain vendors. Throughout this phase, you will align leadership across key functions to the strategy and its sequencing.
You will also build the machine to execute. You will define the operating model, the processes, the tools, and the team. This is not a one-person function long-term. You will determine the right size and structure for the organization based on the volume of work and the complexity of the vendor portfolio — designed to pay for itself, and then some, through measurable cost reduction and commercial discipline. You will establish category strategies, competitive sourcing processes, and vendor management disciplines that make the function work at corporate and position it to scale. This includes standing up quarterly business reviews with strategic vendors, benchmarking pricing against market data, and holding vendors accountable for service delivery and contract performance. You will be measured on demonstrable cost reduction and commercial outcomes.
Drive Enterprise Value (Future)
Enterprise-wide reach is earned, not assumed. In Quanta’s federated model, an enterprise-wide procurement mandate does not happen by declaration — it happens by demonstrating value at corporate and earning the trust and buy-in needed to expand. With a proven corporate operating model and leadership alignment in place, you will build the business case for enterprise-wide expansion and execute it. You will leverage Quanta’s full scale to drive better outcomes — aggregating demand across operating companies for better pricing, replacing fragmented local purchasing with enterprise-level agreements, and driving cost out of the technology portfolio at scale. You will use spend analytics and demand intelligence to identify where the enterprise is over-licensed, where spend is duplicated, and where consolidation creates real savings. You will extend vendor management disciplines enterprise-wide — ensuring quarterly business reviews, pricing benchmarks, and service accountability reflect the full weight of Quanta’s purchasing power.
Own the Commercial Relationship with the Vendor Ecosystem
You are the single commercial point of contact between Quanta’s IT organization and its technology vendors. IT leaders own the technology decisions — what to buy, what to deploy, what to retire. You own the deal: the price, the terms, the structure, and the negotiation. This separation is critical. Your job is to protect IT leadership’s bandwidth from vendor-facing commercial work so they can focus on technology delivery.
Partner with Corporate Supply Chain Procurement
Quanta’s corporate supply chain organization provides procurement strategy oversight and infrastructure access that IT can leverage. You will partner with supply chain leadership to determine what shared infrastructure IT procurement can plug into, what needs to be configured for technology-specific requirements, and where the boundaries are. You bring deep IT domain knowledge and stakeholder context that supply chain does not have.
Automate Relentlessly
This function must be built with an AI-first automation mindset. The current state relies heavily on manual processes — license provisioning, bill assembly, renewal tracking, and spend reporting. You will not solve this by hiring more people. You will solve it by implementing procurement platforms and automation to replace manual, spreadsheet-driven processes, eliminate manual effort, and free capacity for strategic work.
Coordinate with Legal and Finance
You will work with senior counsel on key contract reviews, and with Finance on the Bill of IT — the chargeback model that allocates IT costs to operating companies.
What You'll Bring
Education
- Bachelor’s degree required. Supply chain management, business, information systems, or related field preferred. MBA or relevant certification (CPSM, CSCP) valued but not required — we are hiring for judgment and execution, not credentials.
Required
- 9+ years in procurement, strategic sourcing, or vendor management, with at least 5 years specifically in IT/technology categories at enterprise scale.
- Demonstrated track record of negotiating multi-million-dollar enterprise technology contracts (i.e., Microsoft EA, SaaS platform agreements, telecom master contracts, cloud commitments).
- Prior experience building or restructuring a procurement function — not just managing an existing one. You have defined operating models, hired teams, and stood up processes from scratch.
- Experience working in a decentralized or federated organizational model where you must influence without direct authority over business units.
- Proficiency with procurement platforms (Coupa, SAP Ariba, or equivalent) and the ability to drive platform implementation and configuration for IT-specific use cases.
- Strong commercial acumen: you read contracts, identify unfavorable terms, construct counter-proposals, and negotiate with a bias toward total cost of ownership.
- Fluency with AI and automation tools. You default to automating manual work, not adding headcount. You bring a practical understanding of where AI, workflow automation, and analytics create value in procurement operations.
- Exceptional communication skills. You will work directly with the CIO, IT leadership, Legal, Finance, supply chain, and operating company stakeholders.
Strongly Preferred
- Experience in construction, engineering, energy, or infrastructure services industries.
- Familiarity with Gartner, IDC, or Forrester benchmarking data for IT vendor pricing and contract terms.
- Experience with SOC 2 vendor compliance requirements and public company governance (SOX, internal controls).
- Prior collaboration with a shared services or corporate supply chain procurement organization.
Education
- Bachelor’s degree required. Supply chain management, business, information systems, or related field preferred. MBA or relevant certification (CPSM, CSCP) valued but not required — we are hiring for judgment and execution, not credentials.
