Why I set up Procurement Code
The function is changing faster than the operating models built to run it.
For most of my sixteen years in procurement, the function has been handed more than it could do. Cost came first, then supplier risk, ESG, cyber, data and compliance. Now AI governance is on the list too. The teams stayed the same size.
Orchestration, agents and spend intelligence are the first tools I've seen that give a team the capacity to take on the full mandate. At Primark, configuring the platform was the quick part. Agreeing how the business should buy, who decides and what the team does afterwards took much longer.
Most organisations I speak to are choosing technology before they've decided how the function should work. I set up Procurement Code to help them make both decisions together.
I believe procurement can become a function that learns from every purchase.
Each request, approval and invoice adds to data the function can trust. That data improves the next decision. Done well, the routine runs on its own and people spend their time on the judgement calls and supplier relationships that need them. That last part matters most to me.
I've done the job I now advise on
A few highlights from sixteen years in procurement, most recent first.
Primark
Procurement Excellence
First procurement excellence lead in a business with £10bn of revenue. Wrote the strategy, designed the operating model and led the rollout of Zip, live in 18 markets on the same day. Brought in Deducta to rebuild the spend taxonomy.
Primark
Procurement Business Partner, Supply Chain
Set up and ran the team managing £700m of transport, warehousing and store deliveries across 17 markets. Moved complex logistics tenders onto Keelvar's sourcing platform.
Centrica
Senior Category Manager, Logistics
Set up a new procurement team for £30m of transport and warehousing spend across British Gas and Hive. Replaced post office collection points with smart lockers for 14,000 engineers. A new scheme for returned parts and tools saved £2.5m in its first year.
Walgreens Boots Alliance
Buying Manager, Packaging, Global Brands
Led the team buying £30m a year of packaging for Global Brands, including No7 and Soltan. Introduced a single category management approach across the brands.
Rolls-Royce
Category, sourcing and logistics roles
Led procurement for a global redesign of how aero engines are moved and stored, which took 20% off a £250m baseline. Before that, I held category and sourcing roles, including composite components for the Trent XWB engine.
Ministry of Defence
Defence Commercial Graduate Scheme
Joined the commercial graduate scheme and worked across a range of procurement and commercial roles. Started working towards MCIPS, the Chartered Institute of Procurement and Supply qualification.
Let's compare notes
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