wienerberger

Powering Progress: Lukas Pataky on Driving Energy Strategy and Sustainability at wienerberger

As Head of Group Procurement – Energy at wienerberger , Lukas Pataky plays a pivotal role in shaping the energy future of one of Europe’s leading construction material manufacturers. With operations spanning 28 countries, Pataky has been instrumental in centralising wienerberger’s energy procurement strategy, integrating renewable sources, and driving innovation across liberalised and regulated markets. In this in-depth interview, he shares insights into balancing risk and resilience, fostering supplier collaboration, and embracing digital transformation to meet ambitious ESG and decarbonisation goals. From green gas to AI-driven contract management, Pataky outlines how wienerberger is preparing to lead in a rapidly evolving energy landscape.

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Career Journey and Role at wienerberger: Can you share your professional journey and the experiences that led you to your current role managing energy procurement across wienerberger’s extensive European and global operations?

I first encountered the energy sector in 2010 after completing my MA. I joined a small consultancy focused on energy procurement for large multinational companies. Initially, I learned a bit of everything: how energy markets operate, how to check invoices, and how to prepare budgets. While not every task was enjoyable, as a young professional I seized every opportunity to learn. The young team in Budapest was incredibly supportive.


After two years, I was invited to join the sourcing team for new markets, where I worked on implementing advanced supply contracts across developing EU markets. As I progressed, I moved into client management, interacting with professionals similar to those I now work alongside. This gave me a strong understanding of energy management from the corporate buyer’s perspective and inspired me to transition from consultancy into a direct role—where I could make a greater impact and influence key decisions.


At one point, I set my sights on becoming a corporate category manager. Thanks to my experience and language skills, I landed the role at wienerberger. Initially, I knew little about the company and was surprised by the importance of energy within its operations. I began by overseeing one business unit and a few countries. Over the years, more markets were centralized under my remit, and I eventually integrated energy management across the entire group. With the rise of ESG, green energy procurement has become a vital and strategic part of my role.

 

Strategic Energy Procurement Policy: You developed wienerberger’s energy procurement policy approved across 28 countries. What were the key factors in creating a unified policy, and how does this ensure reliable and cost-effective energy supply?

Centralisation is key to effective energy management. Energy markets are interconnected; for instance, the gas market operates on a global scale. While electricity markets still have local specifics, their major drivers are increasingly global in the long term. Effective price management decisions require deep market understanding and intelligence, making the creation of a central point of expertise a natural solution. Additionally, energy is a significant cost driver for the company. Proximity to top management at the C-level is essential for timely information exchange in this business.


Moreover, energy management is closely linked with R&D. Our group is proud to have a robust technical department, where regular interactions with the energy department are crucial. These interactions help us understand the future of energy in terms of pricing and availability—not just for current carriers but also for new ones. This synergy between departments ensures we are always at the forefront of technological advancements and market trends, allowing us to make informed decisions that benefit the entire organisation.
However, our policy also strongly relies on local support for contract management from a technical perspective. Regular interactions with suppliers are vital to ensure we stay informed and agile in our approach. This dual focus on central expertise and local support allows us to navigate the complexities of the energy market effectively and efficiently. By combining centralised strategic oversight with localised operational execution, we ensure a reliable and cost-effective energy supply that meets the needs of our diverse operations.

 

Navigating Diverse Energy Markets: Given your expertise in sourcing energy from liberalised and regulated markets, what specific challenges and opportunities do you encounter, and how do you navigate them to benefit wienerberger?

In fully regulated markets, where prices are set by the state, we act primarily as price takers with limited ability to influence outcomes. However, such markets are rare. More commonly, we operate in partially regulated environments characterised by limited supplier choices or underdeveloped infrastructure—often monopolistic in nature. In these scenarios, we present all available deregulated market options to suppliers and negotiate terms that align with our requirements. Despite local non-standard practices, suppliers in these markets generally understand global sourcing principles, and we often succeed in agreeing on contractual flexibilities. This approach enables us to fulfill our policy objectives of price security and inflation mitigation, keeping us consistently one step ahead.


In standardised, deregulated markets, contracts tend to be more straightforward. Here, we apply a targeted price-fixation methodology based on both technical and fundamental analysis, which benefits the group significantly. There are several key opportunities in these markets. First, breaking down cost components and evaluating suppliers’ risk premiums relative to market risks—such as country spreads or risk tolerances—is essential. This analysis helps us determine whether to manage these risks internally or transfer them to the supplier.


Second, additional value can be unlocked through close cooperation with suppliers on supply and demand dynamics. Suppliers place high value on visibility into offtake volumes and flexibility in demand response. This is a current strategic focus for us, and we are developing contracts that incentivise timely information sharing and operational adaptability. By leveraging these opportunities, we secure a reliable and cost-effective energy supply that aligns with our long-term strategic goals.

 

Decarbonisation and Renewable Energy Initiatives: What steps are you taking to integrate renewable sources such as biogas, hydrogen, and green electricity into wienerberger’s energy portfolio to achieve your ambitious decarbonisation goals?

To successfully integrate renewable energy sources such as biogas, hydrogen, and green electricity into our company’s energy portfolio, we follow a structured, multi-step approach that ensures both strategic alignment and practical feasibility.


First, we begin with a thorough market analysis to understand the evolving landscape of renewable carriers. This includes evaluating the expected capacity, local availability, and cost structures of biogas, hydrogen, and green electricity. My role is to bring this market intelligence into the internal target-setting process, ensuring that our decarbonisation goals are grounded in realistic opportunities.


Access to high-quality information is key. We actively participate in leading industry platforms and training programs to stay ahead of developments. For example, as a member of the European Biogas Association, wienerberger benefits from regular insights into the dynamic biomethane market. To stay current on green electricity, participation in major sector events such as the Resource platform is essential. We are also involved in initiatives focused on hydrogen and other renewable carriers, where supplier engagement and technical training enhance our decision-making capabilities.


Once this foundational knowledge is established, we assess the technical readiness of our facilities. This includes evaluating the adaptation requirements of our current installations to support new energy carriers. We work closely with technical and financial departments to conduct cost-benefit analyses and define clear KPIs to guide implementation and monitor performance.


Financing is a critical consideration. Based on the technical and economic assessments, we identify the most suitable financing models that align with both our sustainability objectives and financial strategies.


Lastly, to ensure transparency and accountability, we have updated our internal reporting systems to accurately capture the impact of renewable integration. I’m pleased that the company has recognised the strategic importance of these updates and has supported the necessary changes. These improvements enable us to track progress, measure outcomes, and continuously optimise our decarbonisation strategy.

 

Energy Risk Management and Contract Negotiations: How do you approach managing risks and negotiating contracts for critical energy resources like natural gas, electricity, and LPG across diverse European and global markets?

Managing risks and negotiating contracts for critical energy resources such as natural gas and electricity requires a structured and strategic approach. It begins with a clear understanding of how each contract can help us meet our operational and sustainability targets. We start by defining the contract objectives, identifying potential suppliers, and presenting our expectations. During negotiations, we apply tactical communication—sharing priorities selectively to maintain leverage while aiming for optimal outcomes.
Risk management is twofold: supplier risk and price risk. To mitigate supplier risk, we assess how much exposure we can allocate to individual suppliers while maintaining a balanced portfolio to avoid monopolistic dependencies. For price risk, we rely on a combination of technical chart analysis and a deep understanding of market fundamentals, always considering broader economic indicators like inflation. Long-term price fixation strategies are developed accordingly.


Collaboration with external experts reinforces decision-making and ensures robust risk governance through a multi-layered, “four-eyes” principle.

 

Supplier Relationships and Innovation: How does wienerberger foster innovation and quality through strategic relationships with energy suppliers, particularly in rapidly evolving energy markets?

At wienerberger, we recognise that information is the most valuable asset in the procurement process. We actively participate in energy forums and conduct ongoing research across trusted platforms to stay ahead of trends and identify innovative solutions in the rapidly evolving energy landscape.


Strategic supplier relationships play a central role in fostering innovation and maintaining quality. New and emerging suppliers are often highly motivated to introduce innovative energy solutions, but may lack the institutional infrastructure or present financial risks that must be carefully evaluated. Conversely, our long-term, financially stable partners provide reliability in conventional energy procurement but can be slower to implement new technologies due to more rigid corporate decision-making processes.


To balance both innovation and security, we leverage our broad supplier base. This diversity allows us to match the right innovation with the right partner, depending on the project’s nature and scale. When the right stakeholders are engaged, obstacles to implementation can be effectively overcome.


A key focus area is enhancing the flexibility of our renewable energy installations—an initiative that has attracted strong interest from both traditional and emerging suppliers. Their collaboration helps us accelerate innovation while ensuring quality and strategic alignment in our energy transition.


Advancing ESG Objectives in Procurement: How does your procurement strategy specifically support wienerberger’s broader ESG commitments, particularly regarding sustainability and carbon footprint reduction?

Our procurement strategy is closely aligned with wienerberger’s ESG commitments, particularly in driving sustainability and reducing our carbon footprint. Green energy procurement is fully embedded into our team’s core processes. We are responsible not only for securing energy supply but also for ensuring that it directly contributes to our renewable energy targets and CO₂ reduction goals.


To support this, we actively engage with energy suppliers and producers, building strong relationships that provide early insights into market developments. This helps us stay informed about emerging technologies and evolving regulatory frameworks—such as EU-wide renewable energy labelling, cross-border biomethane transfers, and upcoming hydrogen support schemes.


With this knowledge, we target the most suitable and forward-looking energy solutions that support our long-term sustainability objectives. Our structured procurement sequence prioritises transparency, traceability, and cost control. At the same time, we’ve implemented robust reporting tools that ensure progress is measurable and aligned with both internal and external ESG reporting requirements.


By combining deep market intelligence, strategic supplier engagement, and clear procedural frameworks, our procurement strategy plays a pivotal role in meeting the company’s climate goals while balancing financial and operational performance.


Digital Transformation in Energy Procurement: Can you discuss the role of digital tools and communication platforms you’ve implemented at wienerberger to streamline energy management and engage internal stakeholders effectively?

Digital tools are central to our energy management strategy and stakeholder engagement. Over time, we have explored and assessed a wide range of external energy management systems, gaining valuable insights into their strengths and limitations. Rather than fully relying on these external platforms, we chose to integrate the best practices and functionalities observed into a customised in-house solution that fits our specific operational and ESG requirements.


Leveraging our existing SAP infrastructure, we established a cross-functional team—including procurement, IT, controlling, and business intelligence—to develop a centralised energy management tool. This platform consolidates price data, consumption figures, and procurement activities into a single, streamlined database. It supports not only procurement decisions but also corporate reporting, controlling, and sustainability planning.


The development of this tool is a major step forward in ensuring transparency, efficiency, and adaptability across the organisation. At the same time, we maintain strong communication practices through regular workshops and interdepartmental meetings to keep stakeholders aligned and engaged. These sessions allow us to share insights, adapt quickly, and ensure that the digital platform continues to evolve in line with business needs.


This approach empowers us with tailored functionality while maximising internal know-how and minimising dependency on fragmented external systems.


Team Leadership and Talent Development: You’ve built and led high-performing procurement teams. How do you cultivate talent and ensure your teams remain innovative and responsive to the dynamic energy landscape?

Building a high-performing procurement team starts with selecting the right people. I’ve learned that while technical energy expertise is valuable, it’s not always essential at the hiring stage. What matters most is the individual’s drive, curiosity, and ability to contribute diverse perspectives to the team. Some of my top performers came from entirely different industries and had their first exposure to energy markets when they joined wienerberger—but their motivation and adaptability made the difference.


Equally important is team dynamics. I consider how a new hire will integrate and enhance collaboration within the team from day one. Once onboard, continuous learning is key. I encourage team members to seek knowledge, experiment with new ideas, and take ownership of developing practical processes that improve our commodity management approach.


To stay ahead in the rapidly changing energy landscape, we break down silos and stay outward-looking. I strongly support participation in credible energy events, seminars hosted by energy associations, market analysts, and suppliers. We also leverage platforms like LinkedIn for real-time updates and professional insights. Even informal channels—such as WhatsApp groups of energy professionals—prove invaluable for timely information. We stay informed, agile, and ready to adapt.


Future Vision for Energy Procurement at wienerberger: Looking ahead, what are your strategic priorities for wienerberger’s energy procurement, particularly in terms of energy independence, innovation, and sustainability, over the next five years?

In the coming years, our strategic focus will center on enhancing energy independence, driving innovation, and meeting ambitious sustainability targets. The topic of energy autarchy gained urgency following the Russian aggression against Ukraine. In response, we partnered with engineering teams to develop a data-driven cockpit to evaluate renewable energy deployment across our sites. While earlier challenges like price cannibalisation made some projects unviable, the rapid advancement in battery storage has reshaped the outlook. Combining on-site renewable generation with smart battery systems is now a key priority, and my team is working on scalable deployment models across the group.


Innovation also plays a critical role. We see strong potential for AI to support energy procurement—particularly in contract management, risk analysis, and decision-making processes. These technologies will significantly enhance how we navigate volatile energy markets.


From a sustainability perspective, we are closely aligned with EU climate goals for 2030 and 2050. While the renewable electricity market in Europe is well-established, green gas is now emerging as a focus area. Biomethane, in particular, is advancing faster than hydrogen and is becoming a central element of our procurement strategy. As legislation evolves and prices stabilise, we expect local green electricity and gases to become a key lever for decarbonisation.

Mitsui E&P Australia Pty Ltd (MEPAU)

Strategic Strength and Local Impact: Simon Harman on Leading MEPAU’s Supply Chain Forward

With over two decades of experience in the oil and gas sector across the UK and Australia, Simon Harman brings both strategic foresight and hands on expertise to his role as Head of Supply Chain at Mitsui E&P Australia Pty Ltd (MEPAU). From fostering strong supplier partnerships and embracing digital transformation to driving local and Indigenous engagement, Simon has played a pivotal role in aligning MEPAU’s supply chain strategy with its operational and community-focused goals. In this interview, he reflects on the experiences that shaped his leadership, how MEPAU is preparing for future supply chain challenges, and what advice he offers to the next generation of professionals entering the energy sector.

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Career Journey: Can you share your career journey and what led you to your role as Head of Supply Chain at MEPAU? What experiences have most influenced your approach to leadership in supply chain management?

Like many people, I fell into the world of supply chain. As part of my Business degree in the UK, I was required to complete a year in industry. I was fortunate to be one of two students selected to work at Shell Exploration and Production in Lowestoft, UK. On my first day, I was assigned to the Supply Chain team and the other person to Finance and the rest is history!
I thoroughly enjoyed my year there, and it set the foundation for building my career in the supply chain sphere.


After graduating, I developed my experience through roles in expediting, materials control, procurement, and contracts within the oil and gas industry initially in the UK and, for the past 20 years, in Australia. With this ever broadening experience, leadership opportunities followed, eventually leading to my current role as Head of Supply Chain at MEPAU.
My approach to leadership has been shaped by the experiences I’ve had with the leaders I’ve worked under. I’ve focused on emulating the traits I admired most, while consciously avoiding the behaviours I felt were ineffective or disengaging.

 

Local Engagement in Supply Chain: MEPAU emphasises engaging with local businesses and Indigenous enterprises. How does your supply chain strategy support this commitment, and what initiatives are in place to assist and help these relationships?

The Supply Chain team, and MEPAU as a whole, is committed to identifying opportunities for local and Indigenous businesses to consider. We actively engage with local Chambers of Commerce, government representatives, and consult regularly with Indigenous groups, while remaining alert to individual opportunities as they arise.


I am particularly proud that we have developed a set of simplified terms and conditions which, where appropriate, are used to engage local and Indigenous suppliers. The rationale behind this approach is twofold: to reduce onboarding times and to make MEPAU a more attractive and accessible partner for these businesses.

 

Supplier Relationships and Quality Assurance: What strategies do you employ to build strong, transparent relationships with suppliers, and how do you ensure they consistently meet MEPAU’s standards for quality and safety?

For suppliers with whom we conduct significant business, my strategy is to solidify the relationship through the award of a Master Service Agreement. This not only formalises our partnership but also serves as the foundation for conducting periodic performance reviews. These reviews provide a forum where quality, safety, and other key issues can be discussed openly and constructively by both parties.

 

 

Digital Transformation in Supply Chain: In what ways is MEPAU leveraging digital technologies to enhance supply chain operations, and what recent advancements have had the most significant impact on efficiency and transparency?

MEPAU is in the process of transitioning from a non-operator to the operator of the Waitsia gas field, one of the largest onshore gas fields in Australia. As part of this transformation, we have invested in the implementation of the Coupa Procure to Pay system to support the increased procurement needs across corporate, project, drilling, and operational functions.


The efficiency gains delivered by Coupa will enable MEPAU to manage this heightened level of activity with only minimal additional resourcing. At the same time, the system provides significantly enhanced reporting capabilities, supporting both the Operations and Finance teams with greater transparency and insight.

 

 

Risk Management in Supply Chain: Given the complexities of the energy sector, how does MEPAU manage risks within its supply chain to ensure continuity and resilience?

One of the biggest risks to MEPAU is the loss of oil and gas production from our operational facilities. Ensuring the availability of equipment and materials to restart production in the shortest possible timeframe is a key deliverable for the Supply Chain function. A combination of transparency and accuracy in our inventory, along with the ability to quickly source items using Coupa, which helps us identify onboarded suppliers and purchasing history is a critical risk mitigator.

Of equal, and possibly greater, importance are our relationships with our “go to” suppliers, the partners we rely on in times of crisis. We nurture these relationships by visiting them, and relaying our genuine appreciation to them.. When suppliers feel valued, they respond in kind.

And finally, pay your suppliers on time. We ask a great deal of them, and there’s only one thing we must do in return, make sure they receive payment as promised.

During a recent project, our main contractor went into administration, leaving sub contractors understandably nervous about whether they would be paid. MEPAU recognised that without guarantees, these sub contractors would likely leave the site, halting the supply of goods and services and jeopardising project completion.

We negotiated with the administrator to manage invoice payments to the affected parties on a case by case basis and made a point of informing them directly that payments were on the way, as promised.

The goodwill generated toward MEPAU from this experience has been immense, and it’s something I as a leader, am genuinely proud of.

 

Challenges in Energy Sector Procurement: What unique challenges do you face in procurement within the energy industry, and how does MEPAU address these to maintain a competitive edge?

In the energy industry, the value of a Supply Chain team is largely judged on its ability to ensure that goods and services are available at the right place and at the right time to prevent loss of production or drilling time. This almost always takes precedence over cost efficiency.

Of course, cost efficiency is important and should be pursued with as much rigour as possible, but we must not lose sight of the bigger picture. Ultimately, our performance will be measured by our ability to keep operations running without interruption.

 

Future Trends in Supply Chain Management: What trends do you see shaping the future of supply chain management in the energy sector, and how is MEPAU preparing to adapt to these changes?

The continued evolution of system based Procure to Pay and inventory processes will play a significant role in shaping the future of supply chain management. MEPAU is committed to ongoing investment in this area as part of our broader aspiration to operate as a low cost producer.

 

Advice for Aspiring Supply Chain Leaders: As a leader in supply chain management, what advice would you give to those looking to advance their careers in this field, especially within the energy industry?

I recall that when I started my career at Shell, the HR Manager at the time told me that the energy industry wasn’t a viable long-term career option because “the oil and gas will run out soon.”


Several decades later, both the industry, which has evolved and continues to evolve, and my career are still going strong.


To the next generation of leaders: I suspect you’ll hear similar advice from some quarters. Ignore it. There will always be a need for energy in the world. Jump aboard, stay flexible, and see where the journey takes you!

In Association with:

Coupa is a global leader in AI-powered Total Spend Management, helping organisations optimise procurement, finance, and supply chain operations. Founded in 2006 and headquartered in California, Coupa’s platform leverages community-generated AI, drawing insights from trillions in global spend data to drive smarter, more profitable decisions. Their suite of solutions spans procurement, invoicing, sourcing, treasury, and supply chain design, giving businesses full visibility and control over spend. With a strong commitment to innovation and sustainability, Coupa empowers companies worldwide to reduce costs, manage risk, and achieve long-term growth.

www.coupa.com

Imperial Brands

Driving Strategic Impact: Karim Kerkor on Procurement Excellence at Imperial Brands

With over a decade of experience leading procurement across global FMCG giants, Karim Kerkor brings a nuanced, forward thinking approach to his role as Procurement Business Partner for Asia, the Middle East, and Turkey at Imperial Brands. In this exclusive interview, Karim shares his professional journey, insights on digital transformation, supplier relationship management, and strategies for building resilience in a rapidly evolving procurement landscape. From aligning procurement with business goals to championing sustainability and mentoring the next generation of professionals, Karim reveals how he’s helping shape a procurement function that is both agile and strategically influential.

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Professional Journey: Can you share your career path and what led you to your current role as Procurement Business Partner at Imperial Brands?

I am Egyptian, born and raised in Egypt. I graduated from the American University in Cairo with a BSc in Mechanical Engineering and later earned a Master’s degree from Edinburgh Business School. My career began in the construction industry, but I soon transitioned to the FMCG sector, starting as a production planner for Unilever in Egypt.

My journey in procurement began when I joined Nestlé as a Buyer, managing the indirect spend for the Egyptian market. This role marked the start of my extensive experience in steering procurement strategies. Over the years, I have climbed the career ladder, taking on increasingly significant roles across various leading FMCG companies. I have led the procurement function for the GCC region in the indirect field at renowned organisations such as PepsiCo, Mars, and Amazon.

In 2023, I joined Imperial Brands as a Cluster Procurement Business Partner, where I manage indirect procurement for Asia, the Middle East, and Turkey, covering both factories and markets. My career path has equipped me with a deep understanding of the procurement landscape across different regions and industries, allowing me to drive value and efficiency in every role I undertake.

Role of a Procurement Business Partner: As a Procurement Business Partner, how do you collaborate with various departments within Imperial Brands to align procurement strategies with overall business objectives?

As a Procurement Business Partner at Imperial Brands, my role is to ensure that procurement strategies are seamlessly aligned with overall business objectives. Procurement is an enabling function, and understanding the broader goals and targets of the business is essential for successful collaboration.

The organisation’s five year plan is shared across all functions, forming the foundation upon which procurement objectives are built. I ensure that procurement has a seat at the table with the cluster leadership to discuss business needs, provide procurement support, and share achievements. This involvement is crucial for aligning procurement strategies with the wider business goals.

On a more granular level, I hold regular meetings with key stakeholders in each market to discuss detailed plans. These meetings help ensure that business goals are met without compromising procurement priorities. Open and consistent communication is key to achieving both sets of objectives.

By emphasising the strategic role of procurement and fostering a deep understanding of business needs, I’m able to drive value and efficiency. Transparent and ongoing dialogue with various departments ensures procurement strategies not only align with but actively support the company’s overall direction.

 

Implementation of SRM Connect: Imperial Brands has introduced SRM Connect to enhance supplier relationships. How has this program transformed your approach to working with strategic suppliers, and what benefits have you observed?

The introduction of SRM Connect at Imperial Brands has significantly transformed our approach to working with strategic suppliers. This program provides a well structured performance review framework that involves key internal and external stakeholders. By conducting deep dives into deliverables and comparing SLAs against business needs and expectations, SRM Connect enables focused communication that helps identify both strengths and areas for improvement.

This structured approach not only enhances our ability to drive innovation but also supports the business by ensuring procurement objectives are consistently met. One of the key benefits of SRM Connect is its emphasis on long term relationship building with our suppliers. It allows us to foster stronger, more collaborative partnerships that align with our strategic goals.

Implementing SRM Connect came with its challenges. One of the primary hurdles was ensuring all stakeholders, both internal and external, were aligned with the new processes and expectations. This required extensive communication and training to ensure everyone understood the benefits and functionality of the platform.

Overall, SRM Connect has been instrumental in creating a more transparent and effective supplier management process. It’s a journey that has just begun, but it’s already contributing to the success of our procurement function and supporting broader business objectives.

 

Digital Transformation in Procurement: The company has undertaken digital initiatives to reshape its strategic sourcing process. Can you discuss the impact of these digital tools on procurement efficiency and decision making?

At Imperial Brands, we fully embrace technology and digital transformation. In procurement, we have adopted several digital platforms to enhance data gathering, negotiations, and analysis. These tools are essential in providing us with a clear understanding of past performance, which helps us build more accurate forecasts for the future.

Digital tools play a significant role in monitoring, tracking, and securing optimal outcomes for the organization. They enable us to make more informed decisions, increase efficiency, and drive value through e-tenders, RFQs, and other platforms. Additionally, savings trackers help us demonstrate the value generated by our activities year over year.

By leveraging these tools, we have created efficiencies that streamline our processes and enable faster, data-driven decision-making. For example, e-tenders and RFQs allow us to quickly gather and compare bids, ensuring we secure the best deals. Savings trackers provide real-time insights into cost savings, helping us align procurement outcomes with our strategic goals.

However, it’s important to emphasise that these tools are enablers, not replacements, for the human factor. The expertise and judgment of our procurement professionals remain essential to using digital tools effectively. Their insights and experience are critical in interpreting data and making strategic decisions.

By integrating digital initiatives into our strategic sourcing process, we have reshaped our approach to procurement, resulting in improved efficiency and more effective decision making.

 

Sustainability in Procurement: How does Imperial Brands integrate sustainability into its procurement practices, and what role do you play in promoting responsible sourcing?

At Imperial Brands, responsible sourcing is at the heart of every procurement activity. The Global Procurement team has developed a comprehensive Supplier Code of Conduct built around the core pillars of responsible sourcing: ethical practices, environmental sustainability, and social consciousness. This code ensures that all our suppliers share our vision and adhere to the same high standards.

In my role, I actively promote and enforce this code by working closely with our key suppliers to ensure their commitment to its principles. Through open communication and strong partnerships, we collaborate to drive sustainable practices throughout our supply chain.

I also play a key role in embedding sustainability into our procurement strategies by identifying and sourcing from suppliers who prioritise ethical and environmentally responsible operations. This not only supports our commitment to responsible sourcing but also contributes to achieving our broader business objectives.

By integrating sustainability into our procurement practices, we help build a more responsible and resilient supply chain, one that aligns with our ethical, environmental, and social values while contributing to a more sustainable future.

 

Managing Supply Chain Risks: In light of global supply chain disruptions, what strategies have you implemented to ensure resilience and continuity in Imperial Brands’ supply chain?

Supply chain is the backbone of any industry. With the ever changing global geopolitical environment, agility and resilience are key attributes for supply chain success. As a procurement professional, I continuously monitor geopolitical developments, forecast their potential impacts, and act based on thorough risk assessments to stay ahead of potential disruptions.

To ensure resilience and continuity in Imperial Brands’ supply chain, I have implemented several key strategies:

Proactive Risk Assessment: Regular analysis and forecasting of potential risks allow us to anticipate disruptions and prepare accordingly. This involves staying informed about global events and evaluating their potential impacts on our supply chain.

Supplier Diversification: Reducing dependency on any single source by diversifying our supplier base ensures we have alternative suppliers ready to step in if disruptions occur.

Developing Contingency Plans: We always maintain a Plan B. By working closely with our key supply chain partners, we develop and regularly update contingency plans that can be activated when needed. These include alternative sourcing options and logistical arrangements.

Strengthening Supplier Relationships: Strong, collaborative relationships with our suppliers lead to better communication and faster cooperation during times of disruption. This helps us quickly address and resolve issues as they arise.

By implementing these strategies, we have built a resilient and agile supply chain that can withstand global challenges and maintain operational continuity.

 

Cost Optimisation and Value Creation: How do you balance cost optimisation with the need to maintain quality and innovation when selecting and managing suppliers?

Balancing cost optimisation with the need to maintain quality and innovation is a critical aspect of procurement at Imperial Brands. Quality is non-negotiable. We begin by shortlisting suppliers based on a rigorous quality assessment, any supplier that does not meet our minimum quality requirements is not invited to participate in the tender process.

To maintain this balance, we implement several key strategies:

Strategic Supplier Selection: We carefully select suppliers who not only offer competitive pricing but also demonstrate a strong commitment to quality and innovation. This involves thorough evaluations and assessments to ensure they align with our standards.

Total Cost of Ownership (TCO) Analysis: Rather than focusing solely on the initial purchase price, we evaluate the total cost of ownership, which includes maintenance, operational costs, and innovation potential. This holistic approach ensures cost savings are achieved without sacrificing quality or innovation.

Collaborative Partnerships: We build strong, collaborative relationships with our suppliers. Through close cooperation, we identify opportunities for cost savings while promoting innovation. Regular communication and joint initiatives help align our goals and deliver mutual value.

Performance Monitoring: Ongoing monitoring of supplier performance ensures they consistently meet our quality and innovation benchmarks. We use key performance indicators (KPIs) to track results and address issues promptly.

Encouraging Innovation: We actively encourage our partners to share innovations and new ideas, which are then taken through validation and testing. Our SRM program supports this by recognising and rewarding supplier innovation efforts.

Risk Management: We carefully assess and manage risks associated with cost optimisation. This includes evaluating the potential impact on quality and innovation and implementing measures to mitigate any adverse effects.

By integrating these strategies, we ensure our cost optimisation efforts do not compromise the high standards or innovative spirit that are essential to our success. This balanced approach allows us to create lasting value for the organisation while fostering a culture of continuous improvement.

 

 

Future Trends in Procurement: What emerging trends do you foresee in the procurement landscape, and how is Imperial Brands preparing to adapt to these changes?

The procurement landscape is continuously evolving, and several emerging trends are set to shape its future. At Imperial Brands, we are proactively preparing to adapt to these changes to stay ahead of the curve. We do not adopt any new technology without thorough review and confidence in its effectiveness.

Artificial Intelligence and Automation: AI and automation are transforming procurement by increasing efficiency and accuracy. Machine learning and robotic process automation (RPA) are being used to automate routine tasks such as invoice processing and spend analytics. While we have not yet adopted these tools, we are actively exploring their potential and evaluating their fit for our operations.

Sustainability and ESG Goals: There is a growing emphasis on sustainability and environmental, social, and governance (ESG) goals in procurement. Companies are increasingly focused on responsible sourcing and reducing their carbon footprint. At Imperial Brands, we have already integrated sustainability into our procurement practices and remain committed to promoting responsible sourcing.

Digital Tools and Cloud Based Solutions: Digital platforms are revolutionising procurement by offering real time data and analytics. Cloud based solutions provide greater flexibility, scalability, and cost efficiency. We have adopted various digital tools to enhance our strategic sourcing process and improve overall procurement efficiency.

Talent Development and Workforce Diversity: The procurement workforce is becoming more diverse, encompassing a mix of generations, genders, and ethnic backgrounds, each bringing different skills and perspectives. We are investing in talent development to attract and retain top talent, ensuring our team is prepared to meet future challenges.

Risk Management and Resilience: In today’s volatile geopolitical environment, risk management and supply chain resilience are more important than ever. We continuously monitor potential risks and develop contingency plans to ensure supply chain continuity.

By staying informed about these emerging trends and proactively evolving our strategies, Imperial Brands is well positioned to navigate the future of procurement and continue delivering value across the organisation.

 

Advice for Aspiring Procurement Professionals: Drawing from your experience, what guidance would you offer to individuals aspiring to excel in procurement roles within the fast moving consumer goods (FMCG) industry?

Develop a Strong Foundation: Start by building a solid understanding of procurement principles and practices. Gain experience across various areas, such as sourcing, negotiation, and supplier management. A strong foundation will serve you well as you progress in your career.

Understand the Business You Are In: Procurement is an integral part of the business and contributes to value creation through not only cost savings, but also risk mitigation and innovation. Understanding the business and speaking its language is imperative for driving value.

Embrace Technology: The FMCG industry is rapidly evolving, and technology plays a critical role in procurement. Familiarise yourself with digital tools and platforms that enhance data analysis, negotiations, and decision making. Staying current with technological advancements will give you a competitive edge.

Focus on Relationship Building: Procurement is not just about transactions, it’s about building strong relationships with suppliers and stakeholders. Develop your communication and interpersonal skills to foster collaborative partnerships that drive long term value.

Stay Agile and Resilient: The FMCG sector is dynamic and subject to frequent changes. Cultivate agility and resilience to adapt to new challenges and opportunities. Being proactive and flexible will help you navigate disruptions and maintain continuity in your supply chain.

Invest in Continuous Learning: The procurement landscape is constantly evolving, so it’s essential to keep learning. Pursue professional development, attend industry events, and stay informed about emerging trends. Continuous learning will help you stay ahead of the curve.

Leverage Data: Data driven decision making is key to successful procurement. Develop strong analytical skills to interpret data and make informed decisions. Use data to identify opportunities for cost savings, efficiency gains, and innovation.

Seek Mentorship: Find mentors who can guide you and share their experiences. Learning from seasoned professionals provides valuable insight and helps you navigate your career path more effectively.

Be Ethical: Uphold high ethical standards in all procurement activities. Integrity and transparency are essential to building trust with suppliers and stakeholders. Ethical practices are the foundation for long term success and sustainability.

Stay Passionate: Lastly, stay passionate about your work. Procurement can be challenging, but it’s also highly rewarding. Your enthusiasm and dedication will drive you to excel and make a meaningful impact.

Lucid Motors

Driving Procurement Forward: Kriti Jain on Innovation, Sustainability, and Strategic Impact at Lucid

As procurement is expanding beyond traditional boundaries in today’s dynamic business environment, Kriti Jain, Senior Director of Indirect Procurement at Lucid, is redefining what it means to lead with purpose. With over a decade of experience spanning automotive, retail, technology, and manufacturing sectors, Kriti brings a strategic, tech-enabled, and people first approach to procurement transformation. Her journey from engineering to procurement leadership is marked by a consistent focus on cross functional collaboration, sustainability, and digital innovation.

At Lucid, Kriti has been instrumental in reshaping indirect procurement into a strategic driver of value, streamlining operations, fostering supplier partnerships, and embedding ESG into the sourcing lifecycle. In this executive insight, Kriti shares her perspectives on agile procurement strategies, supplier relationship management, and the future of digital procurement, while emphasising the importance of leadership, team development, and a forward looking mindset.

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Professional Journey: Can you share your career path and what led you to your current role as Director of Indirect Procurement at Lucid Motors?

My career has been a journey of continuous learning and growth. I began as a Mechanical Engineer at General Motors, where I focused on emissions certification and regulatory compliance. I later transitioned into procurement and sourcing roles across various organisations, gaining valuable cross-industry experience in sectors such as automotive, aerospace, pharmaceuticals, and retail. These roles helped me build a strong foundation in vendor management, cost optimisation, and supply chain strategy.

A turning point in my career came during my time at Anaplan, where I led a significant procurement transformation. That experience reinforced my passion for strategic thinking and team collaboration—principles I continue to apply in my current role. At Lucid, I’ve redefined procurement from a tactical function into a strategic powerhouse, overseeing a substantial indirect spend portfolio.

Outside of work, I’m deeply committed to supporting STEM education, empowering women in technology, and raising awareness around mental health. My leadership is driven by a strong desire to create a positive impact—both within my organisation and in the broader community.

 

Strategic Sourcing Initiatives: What strategies have you implemented to optimise procurement processes and ensure cost effectiveness in sourcing non production goods and services?

 

In today’s fast-paced, globalised market, procurement is not just a cost-cutting function; it’s a strategic enabler of growth and value. As part of a two-year transformation roadmap for indirect procurement, I focused on aligning procurement with broader business goals and building a more agile, strategic function.

One of the key shifts I led was moving procurement from a transactional, day-to-day purchasing role to a value-driven, strategic function that aligns with business outcomes. Embedding procurement early in business strategy development was essential to this transformation.

I prioritised building strong cross-functional partnerships with Finance, Legal, IT, and Operations to ensure procurement played a central role in delivering business goals efficiently and transparently. Data-driven decision-making became a cornerstone of our approach—we leveraged analytics to forecast demand, make informed sourcing decisions, and optimise supplier relationships based on performance metrics.

To streamline operations, I implemented a centralised system for supplier onboarding and performance tracking, allowing for better risk management and visibility. We also optimised our sourcing strategies by applying market intelligence and category management principles, placing an emphasis on long-term supplier relationships.

I encouraged supplier innovation by involving key partners early in the design and planning process, which not only drove innovation but also led to cost reductions. On the risk side, we developed a comprehensive risk matrix and diversified our supplier base to enhance resilience and minimise supply chain disruptions.

Finally, digital transformation played a critical role. We integrated procurement software like Coupa to automate and standardise processes, driving end-to-end efficiency across the function.

Together, these strategies helped me elevate procurement to a trusted business partner and strategic asset, contributing to continued growth and innovation

 

Supplier Relationship Management: How do you cultivate and maintain strong relationships with suppliers to ensure quality and reliability in the supply chain?

Effective Supplier Relationship Management (SRM) goes far beyond negotiating favorable contracts. It is also about building long-term, mutually beneficial partnerships that drive innovation, resilience, and continuous improvement. In today’s fast-paced, competitive environment, I believe strong supplier relationships are essential to an organisation’s success.

Over the years, I’ve implemented SRM programs that have significantly improved supplier performance, collaboration, and overall supply chain efficiency. A key starting point for me was developing a structured SRM framework. I introduced a Preferred Supplier Program that streamlined our supplier portfolio by rationalising the number of suppliers across categories. This allowed us to negotiate better terms and more effectively leverage supplier capabilities. I also segmented our suppliers based on strategic importance, giving priority to high-impact partnerships.

Regular Executive Business Reviews (EBRs) with top-tier suppliers were critical to performance monitoring. I used scorecards to assess metrics and align on long-term objectives. These sessions fostered transparency, built trust, and ensured accountability. They also helped uncover opportunities for joint improvement, whether by reducing lead times or driving product innovation.

To further enhance value, I encouraged suppliers to collaborate beyond transactional exchanges. We brought them into the R&D process and invited their input on innovation and efficiency. During global supply chain disruptions, these strong partnerships proved invaluable, enabling us to work together, navigate challenges, and ensure continuity of supply.

Ultimately, I’ve found that SRM built on mutual respect, transparency, and shared accountability drives long-term value, operational efficiency, and sustainable competitive advantage. These initiatives helped me transform procurement into a true value-creating partner.

 

Sustainability in Procurement: How is Lucid Motors integrating sustainable practices within its procurement policies to align with environmental considerations?

Sustainability is core to our mission at Lucid and a key pillar of my procurement strategy. I prioritise suppliers with strong Environmental, Social, and Governance (ESG) credentials, embedding sustainability criteria directly into sourcing decisions to drive both environmental responsibility and cost efficiency.


By incorporating lifecycle costing into procurement decisions, I ensure that the long-term financial and environmental impacts of products and services are fully evaluated. This approach goes beyond immediate cost savings. It takes into account the broader sustainability implications throughout the entire lifecycle of the product or service.


I also apply green contracting principles by aligning supplier agreements with our corporate sustainability targets. This includes embedding eco-friendly standards and ensuring compliance with climate-related goals, focusing specifically on reducing carbon emissions, waste, and energy consumption. In doing so, procurement plays a vital role in advancing climate-conscious business practices.


Collaboration with suppliers is another key component of my strategy. Through joint improvement plans and continuous feedback loops, I foster shared accountability for environmental performance. This ensures that our partners consistently meet evolving sustainability expectations and reinforces alignment with our long-term growth objectives.
By embedding sustainability into every stage of procurement, we are actively shaping a responsible, future-ready supply chain that supports broader organisational commitments to environmental stewardship.

 

Technological Integration: What role does technology play in enhancing procurement operations at Lucid Motors, and how have digital tools been leveraged for efficiency?

The evolving role of procurement demands deeper integration of technology—not just as a tool, but as a transformative driver. Over the years, I have led several procurement digital transformation initiatives that simplified complexity and enhanced agility. One of the most impactful experiences was leading the overhaul of a Procure-to-Invoice (P2I) system, ensuring it aligned more closely with broader organisational needs. This transformation wasn’t merely a software upgrade—it was about embedding technology across every facet of procurement, from sourcing and contracting to invoicing.


Automation played a crucial role in driving efficiency, particularly in contract management and sourcing workflows. Streamlining these processes resulted in significant time savings, reduced errors, and improved compliance. A key focus was also on embedding advanced analytics into procurement decision-making, enabling real-time insights, smarter sourcing strategies, and improved supplier performance management.
The adoption of AI-powered tools to forecast demand and manage risk further enhanced our ability to respond to dynamic market shifts. These tools empowered procurement teams with predictive capabilities that helped mitigate disruptions and supported more proactive, forward-looking strategies.


By aligning technology with business needs, I have helped evolve procurement at Lucid from a transactional function into a strategic enabler—supporting agility, resilience, and sustained business growth.

 

Risk Management Strategies: What measures are in place to identify and mitigate risks associated with procurement activities, especially concerning price volatility and supply disruptions?

In today’s dynamic business environment, effective risk management is a key enabler of procurement’s growing strategic impact.. The ability to foresee and mitigate risks is critical to ensuring business continuity. Throughout my career, I’ve employed a combination of predictive analytics, scenario planning, and supplier diversification to manage risks and build resilient procurement strategies.


Predictive analytics has been invaluable in helping me identify potential disruptions early—whether related to geopolitical shifts, natural disasters, or logistics bottlenecks. Using data-driven insights, I’ve been able to assess potential risks in real time and make informed decisions on how to mitigate them, such as shifting to alternative suppliers or adjusting inventory levels.


Supplier diversification has also been a key strategy I’ve used to reduce dependency on any single source, thereby enhancing overall resilience. By developing contingency plans and utilising scenario planning models, I’ve helped ensure that procurement teams are better equipped to respond to sudden disruptions without compromising business continuity.


Ultimately, the ability to remain agile and responsive to using data and strategic foresight—is what enables procurement to not just survive, but thrive in an evolving market.

Team Development and Training: How do you ensure that your procurement team remains skilled and knowledgeable about the latest industry trends and best practices?

Procurement transformation is as much about people as it is about processes. Building high-performing teams has always been a fundamental part of my approach to driving procurement success. I believe strong, capable teams are the foundation upon which every procurement initiative rests, and investing in their growth leads to a more dynamic and innovative procurement function.


In practice, this means providing mentorship to emerging leaders, fostering a culture of accountability, and creating opportunities for continuous learning. A critical aspect of team development for me is aligning team goals with the broader organisational strategy. By clearly communicating procurement’s role in delivering value and supporting business objectives, I help my teams gain a deeper understanding of their impact, which leads to greater engagement and motivation.


At the heart of every successful procurement team is collaboration. I make it a point to encourage cross-functional collaboration—not only to build stronger internal relationships, but also to support more informed and effective decision-making. I’ve seen firsthand how teams that are empowered to lead initiatives, innovate, and share new ideas are better positioned to adapt and grow in an evolving business environment.


By investing in people through training, coaching, and leadership development, I ensure that the procurement function can continue to adapt, grow, and deliver long-term value.

 

Adapting to Market Changes: How does the procurement team stay agile and responsive to market fluctuations and supply chain disruptions?

In today’s fast-paced business world, agility and resilience are not just buzzwords—they are essential qualities for procurement to thrive. I’ve found that the ability to adapt quickly to changing market conditions, customer demands, or supply chain disruptions is critical. Over the years, I’ve implemented agile procurement strategies specifically designed to respond swiftly to change and ensure business continuity.


Real-time market monitoring tools and dynamic sourcing strategies have been key to staying ahead of market volatility. This approach allows my team to make quick adjustments—whether scaling operations to meet new demand, managing inflationary pressures, or pivoting suppliers in response to disruptions. That flexibility to shift sourcing strategies, renegotiate contracts, and dynamically manage suppliers has ensured that procurement remains closely aligned with broader business needs, even during periods of uncertainty.


Equally important to me is embedding a culture of resilience within procurement teams. I focus on fostering a mindset of flexibility, where change is viewed as an opportunity rather than a challenge. In doing so, procurement becomes a proactive enabler of business growth—not just a reactive function. In a constantly evolving landscape, I believe resilience allows procurement not only to withstand challenges, but to emerge stronger, more innovative, and better prepared for what comes next.

 

Cost Management Strategies: What approaches are taken to ensure cost effectiveness in procurement without compromising on quality and service delivery?

Cost management in procurement has evolved beyond simple cost-cutting exercises to focus on creating long-term value. While managing costs effectively remains a priority for me, the approach I take emphasises balancing short-term savings with long-term strategic benefits. One of the key frameworks I’ve used is Total Cost of Ownership (TCO), which ensures that procurement decisions account for not just the initial purchase price, but also the broader impact on the organisation’s bottom line.


Strategic supplier consolidation has also proven highly effective in driving cost efficiency without compromising on quality or service levels. By consolidating suppliers across categories, we’ve been able to reduce redundancies, lower administrative overhead, and improve our leverage in negotiations. However, I believe that cost management isn’t solely about reducing spend—it’s about aligning procurement decisions with broader company objectives such as sustainability, innovation, and operational excellence.


Ultimately, creating value beyond savings means cultivating strong supplier relationships and fostering collaboration. This long-term approach ensures that procurement contributes not just to cost reduction but to the strategic success of the business—delivering sustained value to all stakeholders.

 

Future Outlook for Procurement: Looking ahead, what are your key objectives for advancing the procurement function at Lucid Motors, particularly concerning innovation and sustainability?

We continue to embrace the evolution of procurement into a strategic, value-driven function—grounded in digital fluency, agility, and alignment with sustainability goals. As we build on this transformation, our focus remains on equipping our teams with the tools, technologies, and mindset needed to thrive in a fast-changing environment. Innovations like AI-powered forecasting and predictive analytics are already enhancing our ability to make data-driven decisions and proactively manage risk.

Strong, inclusive leadership remains central to our approach. It’s about more than just providing resources—it’s about cultivating a culture where diverse perspectives are welcomed, collaboration is second nature, and individuals feel empowered to lead change. We continue to foster an environment of continuous learning and development, enabling our teams to quickly adapt to evolving market dynamics and business needs.

Sustainability is not a new initiative—it is a core principle that we actively embed into our procurement strategies. By integrating ESG considerations into our decision-making processes, we aim to contribute to long-term, responsible growth.

As our teams navigate changing roles and new challenges, we reaffirm the value of transferable skills, a growth mindset, and resilience. These qualities remain essential to staying future-ready. Our procurement teams are not just responding to today’s needs—they are actively shaping the future and driving sustainable, strategic impact across the organization.

GE Vernova

Powering Progress Through Partnership: Leonardo Fanzini on Strategic Sourcing at GE Vernova

With nearly two decades of procurement experience, Leonardo Fanzini leads a critical mandate at GE Vernova: managing over $150 million in global sourcing for services that support the company’s gas-powered equipment portfolio. From advanced machining to on-site maintenance, his role touches every facet of supplier engagement from risk management and sustainability to innovation and resilience. In this in-depth interview, Fanzini shares how GE Vernova is transforming service sourcing into a strategic advantage, emphasising the importance of supplier partnerships, digitisation, and operational excellence. His insights highlight how sourcing professionals can drive long-term value by aligning quality, cost, and collaboration in an increasingly dynamic energy landscape.

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Career Path and Role at GE Vernova: Can you share your journey leading up to your current position as Global Sourcing – Services at GE Vernova? What are your primary responsibilities in this role?

The role I am currently responsible for aims to achieve a strategic alignment of the global spend to third parties in maintenance services for Vernova gas-powered equipment. Simplifying, it includes services such as rigging, scaffolding, other equipment rentals, as well as highly specialised services such as mechanical repairs, electrical testing, and various installation services.


The main goal is to have services strategically covered, whether at a global or at a regional level. This task is shared with either strategic sourcing functions at HQ level or regional procurement teams.


Before taking over these responsibilities, I have always been engaged within GE’s power generation units’ maintenance activities in various procurement roles at a regional and global level. In my 17-year career journey, I’ve been engaged in almost all the aspects of procurement and sourcing, from buy-to-pay process management to commodity strategy development.


Developing Global Sourcing Strategies: With over $150 million in annual spend under your purview, how do you approach developing and implementing global sourcing strategies for services?

The first step is to understand whether the category of spend can be approached from a global, regional, or even country-level standpoint. At this stage, the total monetary value serves the purpose of ranking the various commodities but is not as relevant as other critical factors such as the geographical application of the services, the regulatory environment, logistics and transportation costs, key suppliers’ footprint, etc.


After this initial analysis, global categories are separated from the local ones, and two different approaches are implemented. Categories usually labeled as “global” (e.g., logistics, travel and living) are analysed in synergy with the global indirect sourcing teams, whether at corporate or business unit level, while the “local” ones (e.g., on-site maintenance services, specialised craft labour) deserve a dedicated analysis jointly developed with procurement and operations regional teams.


The typical sourcing analytical tools and templates (e.g., Kraljic portfolio analysis) are utilised in multiple stages to assess whether a partnership engagement (e.g., services which are critical to customers), rather than a leverage or transactional one (e.g., MRO, consumables), can give us the best potential outcome.


Different implementation actions (multi-year agreements, suppliers’ e-auctions) follow accordingly.


Supplier Performance Management: What key metrics and processes do you utilise to assess and manage supplier performance, ensuring alignment with GE Vernova’s standards?

At Vernova, we are very focused on the application of lean methodology. Since the time of GE’s Six Sigma approach, the elimination of waste and continuous improvement have become a company-wide embedded “mantra.” Daily management, standard work, bowler charts, and kaizen events are more than just tools; they are a “second skin” in our way of operating. They are applied in managing key partners and suppliers as well.


In terms of key performance indicators, we use the acronym SQDC, which stands for Safety, Quality, Delivery, and Cost. Safety is our top priority, and we need our suppliers to consider it as such too. Every meeting starts with reflections on incidents, hazards, and safety-related topics, and we consistently promote a “stop work” attitude in case any of us identifies a potential safety risk. Quality follows second, with the ambitious goal of zero defects in our and our suppliers’ deliveries to customers. Delivery time is of the essence, as our customers face millions in losses if we delay outage execution by just one day. Finally, but nonetheless extremely important, is the focus on cost to ensure that we get the best prices available in the market.

 

Sustainability in Sourcing: How does GE Vernova integrate sustainability and environmental considerations into its sourcing and procurement decisions?

As a power equipment manufacturer with almost 25% of the world’s electricity generated with the support of our technology, Vernova is at the crossroads of critical decisions for the future of energy and environmental sustainability. Future energy demand, mainly driven by additional needs from data centres and AI applications, pushes us hard to increase capacity in the market. On the other hand, tight environmental regulations demand a cleaner and more efficient way to cope with such an increase. This is why a core tenet of our sustainability strategy is to “electrify and decarbonise” the world, to be achieved through a diversified portfolio of solutions (Power, Renewables, Grid, and Storage).

Although maintenance services execution may be seen as less critical from an environmental impact standpoint, we are undertaking several initiatives to improve the sustainability of our procurement decisions, particularly in logistics and transportation, with the key goal of reducing CO2 emissions from our logistics partners.
An important topic, which I am very keen about, is suppliers’ financial sustainability. We constantly monitor our key suppliers’ financial health and bankruptcy risk to ensure them healthy profitability as well as business continuity in a mutually beneficial collaboration.

 

Supplier Diversity Initiatives: Could you discuss GE Vernova’s commitment to supplier diversity and how it influences your sourcing strategies?

Commitment to a diverse and inclusive value base is a critical part of GE Vernova’s Human Rights Statement of Principles. In full alignment with international standards of human rights, it offers clear guidelines for ethical and safe business practices, which apply to our suppliers as well.


Our employees’ code of conduct, called “The Spirit and the Letter”, outlines our policies in terms of fairness and respect for all our stakeholders regardless of gender, race, religion, etc. and is expected to be followed and adhered to by our partners. It is fully embedded in our Know Your Suppliers (KYS) due diligence process, a key component of which is our “Suppliers Integrity Guide”. This process focuses on supplier practices such as labour policies, the age and nature of workers, among others. Supplier input is then properly evaluated and ultimately approved if aligned with our requirements and expectations.


We don’t stop there, though. We continuously seek to elevate our own and our suppliers’ standards of behaviour: we utilise external third-party data for risk identification, analysis, mitigation, and remediation. We also continuously refresh and update supplier training and provide additional documentation for risk assessment and mitigation planning.

 

Navigating Global Supply Chain Challenges: In light of recent global disruptions, what strategies have you employed to maintain resilience and adaptability in GE Vernova’s supply chain?

Most of the services supply chain is regionalised or even localised and situated close to customers’ locations. Therefore, recent global disruptions have had very limited impact or were addressed by switching from global to regional or local service providers. The exact opposite approach is used when unexpected changes at the local level, such as social unrest or force majeure due to environmental disruptions, render local sources unavailable. In such cases, we switch providers by sourcing from the nearest area unaffected by the change.


To help us predict areas of risk and tailor mitigation strategies, we use supplier scorecards based on financial records and past performance in terms of service level. When we identify a low score indicating a supplier may default on its commitments, we proactively approach available alternatives or new sources, for example by shifting from a single-source to a dual-source strategy.
More generally, and not limited to services, we adopt different risk mitigation strategies depending on the type of risk involved. These range from unknown unknowns, where the likelihood of occurrence cannot be quantified, to known unknowns at the opposite end of the spectrum. The case of supplier scorecards, as previously discussed, falls into this second category.

 

Technological Advancements in Procurement: How is GE Vernova leveraging digital tools and technologies to enhance procurement efficiency and transparency?

Although we are still in the early stages of our procurement digitisation journey, at Vernova we take very seriously the opportunities offered by the latest digital technologies. Our aim is to cover the full range of applications from purely descriptive to prescriptive, including predictive analysis tools.


We already use, or are in the process of testing, different application software in the areas outlined above.


For the simple collection and visualisation of historical data, we create a data warehouse to segment suppliers or cluster procured services. These are visualised through real-time dashboards using some of the most popular software available on the market.
To predict future demand and commodity prices, for example, we have developed strong partnerships with global providers and make extensive use of regression analysis tools. The goal, however, is to leverage machine learning to build a prediction model trained on data from descriptive analysis, which can then be used as an input for the prescriptive phase.


The final phase will ideally consist of digitising purchasing decisions—such as quantities and timing of purchases, supplier selection, negotiation strategies, and smart contracting through the development of a decision model using advanced analytics tools such as NLP, AI, and blockchain.

 

Collaboration Across Departments: How do you ensure effective collaboration between the sourcing department and other divisions within GE Vernova to achieve cohesive business objectives?

In addition to collaboration tools provided by the latest networking technologies, clear and effective communication remains essential to ensuring full alignment of goals and objectives both at the company level and within each function. This is especially true in a matrix-operating organisation like Vernova.


Sourcing annual priorities are set jointly with other divisions, usually cascaded down from the most senior levels, but always incorporating the bottom-up inputs gathered at critical touchpoints throughout the year.


Operationally, short-term goals between collaborating departments do not always align. To avoid unnecessary and counterproductive discussions such as prolonged negotiations or escalations to functional leaders it is best practice to involve all key functions, including procurement, from the very early stages. This applies whether we are talking about a maintenance project or an ERP rollout. The outcomes are significantly better when procurement is part of the planning phase, rather than being asked to optimize decisions already made at the engineering or operational execution level.


At the same time, selecting strategic partners is not the exclusive domain of sourcing. Involvement from other functions is critical to achieving success.

 

Balancing Cost and Quality: In the context of global sourcing for services, how do you strike a balance between cost optimisation and maintaining high-quality standards?

As explained regarding suppliers’ performance, cost is a critical factor alongside safety, quality, and delivery. In sourcing services, these priorities often conflict with one another: a supplier offering the fastest lead time may achieve it by cutting corners or inflating prices through expediting fees; conversely, we may receive the highest-quality service but not within the required timeframe or at the most competitive price.


To ensure that the required levels of safety, quality, and delivery are consistently met by our service supply base, we apply a variety of methodologies and approaches, which are continuously monitored and refined as suppliers perform on our behalf.
For safety assessment, we work with preferred partners who independently evaluate suppliers based on their EHS (Environment, Health, and Safety) performance in accordance with our specified requirements.


For quality, a dedicated team of engineers qualifies and audits suppliers against Vernova’s specifications.
We use On-Time Delivery (OTD) metrics to evaluate service suppliers based on their ability to deploy at customer locations and complete services within the requested timeframe.


Once the providers meet these set targets, we are in a strong position to competitively bid or negotiate pricing using market data, historical benchmarks, and projected inflation to ensure optimal value.

 

Future Trends in Global Sourcing: What emerging trends do you foresee in global sourcing, and how is GE Vernova positioning itself to stay ahead in the evolving energy sector?

I see two diverging trends emerging in today’s procurement world.


On the one hand, more transactional activities ranging from purchase order requisition to invoice reconciliation, and including so-called “desktop procurement” tasks (e.g., price bargaining, competitive bidding analysis and evaluation, contract preparation) are expected to be increasingly automated and digitised, requiring less and less human involvement and interaction.


Conversely, purely cost-centred procurement, while still relevant as external purchases make up a significant portion of a firm’s total cost, is now viewed as only one aspect of the value procurement can offer.


With early supplier engagement and closer ties to critical-to-customer partners, sourcing can significantly enhance revenue and market share for companies that effectively leverage it.


This requires a significant shift in the typical sourcing department’s mindset and leadership approach: a collaborative and results-oriented engagement with partners, rather than an exclusive focus on cost-cutting, is key to successfully positioning the sourcing function within the broader organisation. A tangible and foreseeable consequence of this shift would be the replacement of the current “commodity management” model with a more strategic “supplier management” approach.

 

Strategic Collaboration: GE Vernova partners with a diverse range of service providers. How do you identify which partners are best suited for complex and mission-critical scopes? Can you share an example where collaboration with a trusted partner made a measurable impact?

Collaboration, particularly for services on complex and highly specialised equipment like Vernova’s—develops through several years of interaction at different levels, but most of it happens during real-time execution at customer sites. In addition to screening, evaluating, and approving basic mandatory requirements conveyed through Know Your Supplier (KYS) documentation, we look for providers with multi-year experience on gas-powered turbines who consistently perform at a high level across a range of situations (e.g., scheduled planned maintenance, unplanned and forced outages).


Our team of quality engineers follows selected partners throughout the various stages of the relationship, from simple tasks and operations all the way through to complex machining and assembly processes. The highly developed skills our partners have nurtured particularly in training selected professionals cannot be easily transferred internally as a commodity, nor are they readily available in the broader market.


In-Place Machining Company is a best-in-class example of such collaboration. Their long-tenured expert machinists have enabled Vernova to complete critical work promptly, reduce the impact on scheduled activities, eliminate freight costs, and achieve zero rework in complex operations such as erosion ring machining, on-site weld repairs, and alignment of turbine casings.

 

Innovation Through Partnership: Several partners have supported GE Vernova with innovative approaches — such as robotic inspections or advanced machining solutions. How important is innovation in your supplier relationships, and how do you foster it?

Innovation is becoming increasingly critical, even in a non-product environment such as heavy-duty repair services. Vernova likely has one of the strongest internal engineering capabilities in designing and manufacturing industrial machines for the energy sector, but in several cases, these resources are in short supply during the maintenance phase of our equipment.


For this reason, continuously improving our service performance relies heavily on the solutions developed and tested by our selected partners through years of industrial application. Our suppliers constantly monitored and audited by our team of sourcing quality engineers are required to adhere to the highest industry standards and are certified in nearly all areas in which they operate.


I must highlight the case of K-Machine Industrial Services, which, in addition to supporting complex scopes, consistently delivers high-quality services and responds rapidly to emergent needs involving the repair, welding, and machining of our casings, diaphragms, and nozzles. They have also demonstrated innovative capabilities, such as using robotic devices to inspect the lower bowl of control valves in a safer and more cost-effective way.


Such innovative solutions become especially critical in supporting our internal repair network when it comes under pressure from intensifying customer demand.

 

Responsiveness in Outages: During high-pressure outages, speed and precision are essential. How do you ensure your partners can deliver under tight timelines, and are there any standout examples from recent projects you’d like to share?

We try in every possible way to integrate key suppliers into all preparation phases of planned maintenance. This is extremely important to ensure that the right people and tools are available precisely when needed. Once deployed, it is also critical that the supplier’s resources effectively cooperate with Vernova’s crew to minimise the impact of any last-minute changes in the scheduled activities.


Of course, this isn’t always feasible or possible to execute in a structured way particularly during unplanned outages. Continental Field Systems, a key partner for high-quality onsite machining services such as boring bar machining and ovalised grinding, clearly showcased how critical supplier responsiveness is when they acted as a turnkey provider for more than 30 days, managing complex scopes both planned and unplanned at the Hanging Rock power plant in Ohio.


Another excellent example is Sims Crane and Equipment, a provider of critical enablers such as rented cranes and their operators. They consistently perform in a timely, highly responsive, and supportive manner. Their involvement allowed Vernova to meet customer expectations and deliver 100% on-time performance, as demonstrated at the Fort Myers power plant in Florida.

 

Enhancing Quality and Compliance: With strict technical specifications in place, how do your partners contribute to ensuring the highest quality standards, especially in areas like inspection, machining, and bearing repairs?

The support of our partners is vital to ensure that Vernova’s highest quality standards are properly transferred to our customers. A good example is provided by the repairs of components not originally manufactured by us, such as bearings and auxiliary equipment (e.g., valves).


In Europe, it took several years to set up a highly qualified supply base in the above-mentioned services. Finally, after careful selection and a lot of hard work from Vernova’s sourcing quality engineers, we came up with two strategic partners whom we rely upon for quality, as well as for high responsiveness and cost-effectiveness.


Wärtsilä Ibérica is our preferred regional supplier for off-site bearing repairs. They provide qualified services at their repair centers for various types of bearings (e.g., journal bearings, generator bearings, etc.), all fully compliant with Vernova’s technical specifications, in an efficient and timely manner.


Similarly, for valve repairs, Reman Europe is a critical supplier for all valve repair needs in Europe. They have become, over the years, the center of reference to reduce lead times to end customers by offering a wide array of solutions in a cost-effective way.

 

Leveraging Financial Insight: GE Vernova places strong emphasis on financial sustainability. How does partnering with providers like RapidRatings help you manage supplier risk and maintain continuity in critical operations?

We always operate with the highest financial rigor to ensure that our commitments to shareholders are fulfilled and, whenever possible, exceeded. This flows through in every aspect of our activities, and we ask the same level of attention to financial performance from our key suppliers as well. This is extremely important in maintaining a healthy supply base and in avoiding the risk of disruptions or discontinuities in our service to customers.


As most of our partners are privately owned companies, it is a very difficult and labor-intensive effort to achieve a satisfactory level of visibility to monitor such risks. To help us in tracking the potential risk of supplier bankruptcies, RapidRatings provides us with a wide suite of products specifically designed for that purpose.


For example, their Financial Health Rating (FHR)® effectively maps and ranks suppliers’ default risk, as well as their medium-term sustainability index, measured through operational indicators. Particularly useful for procurement professionals with no formal training in accounting and finance is the Financial Dialogue Report, a concise summary that guides us in articulating discussions with suppliers regarding their plans to address and improve any highlighted shortcomings.

 

Scaling with Global Support: Several of your partners have mobilised globally, especially during peak outage seasons. How critical is global scalability in your sourcing strategy, and what does it take to ensure partners are ready for such demand?

High-quality support is not always available at the local or regional level especially during peak seasonal demand. We highly benefit from those partners who are willing to support not only in their usual geographical areas of operation but also overseas, and with the needed flexibility. Of course, their deployment in remote locations has consequences both in terms of timeliness in delivery and additional costs.


We reduce or mitigate such negative impacts by carefully integrating critical suppliers’ resources during the planning phase and by crafting commercial conditions that are both sustainable for suppliers and do not jeopardise our service competitiveness at the local level.


Sidewinders, a provider of generator repair services headquartered in Utah, is a best-in-class example—servicing our operations globally by mobilising highly skilled technicians across all regions. In other cases, where the needed capabilities are neither in-house nor with our partners, we rely on collaboration with specialised temporary labour agencies such as Deena Energy Services. These partners offer deeper knowledge of local markets and are able to identify the best available resources to match our needs while offering competitive solutions.

 

Supplier Recognition and Accountability: Some of your partners have been recognised at the GE Vernova Americas Suppliers Conference. What qualities do you look for when honoring suppliers, and how do these recognitions shape long-term partnerships?

To reward those suppliers who exceeded our expectations and differentiated themselves from others, we use Vernova’s Principles of Excellence: act as one team, put a relentless focus on the customer, operate with a lean mindset, drive innovative approaches, and be accountable to promises and commitments.


We have seen over several years that awarding suppliers not just with contracts and purchase orders but also symbolically by showing that we value their business and the behaviours we most appreciate has significantly strengthened relationships.


Last January, in Houston, we focused our attention on providers of testing services (e.g., borescope inspections and non-destructive testing). These types of services are usually peripheral to the core of the maintenance activity. Nevertheless, they have a significant impact on our customers because their results influence the go/no-go decision for resuming plant operations.


Applied Technical Services was awarded for their high level of accountability, which resulted in very positive customer feedback. The NDT division of Integrity Assessment Group (IAG) was also recognised for their innovative approaches to inspection solutions, tested and implemented across more than one hundred outages.

 

Building Long-Term Value: From new suppliers to long-standing collaborators, how do you balance onboarding fresh expertise with deepening established relationships for long-term value creation?

Vernova is always looking to continuously improve its performance for customers. We usually achieve the needed incremental change from the existing supply base, but this is not always possible when we need to radically improve along different dimensions. In such circumstances, we are compelled to search for alternative sources of value in areas we are not fully familiar with. This effort takes considerable time, and often the chosen path results in a dead end.


Once the new source has been identified, we usually don’t proceed with a full-blown approach; we start small in a key area of focus, delve deeper into it, and later extend the relationship to neighbouring applications. The development is almost never linear or straightforward, there are often ups and downs in implementation, sometimes followed by failures that require additional efforts to get back on track.


A good example of a new partnership currently in development is ServoCon, a Virginia-based provider of hydraulic systems and controls. We are sourcing cost-efficient hydraulic system solutions from them, including services, and implementing an exchange program of dedicated solutions aimed at decreasing our lead time to customers by 90%.

 

Safety and Specialised Services: Safety is a top priority at GE Vernova. How do you evaluate and align your service partners on safety performance, particularly in high-risk fields like rigging, hydraulic systems, and electrical installations?

Safety is the biggest concern at Vernova. Whether we incur incidents or not, our main goal is to ensure that all employees within the organisation, and those partnering with us, return home healthy and safe at the end of their workday.


To this purpose, our EHS department has developed rigorous procedures for any type of on-site work. For our suppliers performing hazardous on-site activities, we have devised an ad hoc program to certify them before deployment at our (or customers’) facilities. This is a thorough process, after which suppliers must demonstrate an almost perfect knowledge and mastery of our safety procedures, and they are re-evaluated on a recurring basis.


Since my first days at GE, I have always been impressed by the attention, effort, and dedication placed on all aspects of safety. I still vividly remember a fatality involving one of our electrical services contractors in Turkey almost eighteen years ago, and the deep and extensive investigation that followed.


Although the path to total safety is never complete, suppliers such as SG Energy, our key provider of electrical services and turbine status diagnostics, testify that it is possible to work safely and with the highest performance standards.

 

Looking Ahead – Partnering for the Future: As GE Vernova continues to evolve, what role do you see partners playing in shaping the future of service sourcing, and how are you preparing to deepen collaboration in areas like digitisation and decarbonisation?

Obviously, Vernova does not operate in a bubble isolated from the rest of the world. As with other enterprises, its evolution is integrated with and heavily affected by what happens around us. The strategic blueprint needs to be constantly recalibrated.


Nonetheless, I am positive and optimistic in seeing that both Vernova and its partners are well equipped and ready to benefit from the upcoming challenges. I foresee an ever more relevant role for our service partners in the years to come. They will be more integrated not only in our planning and execution stages, but also in the commercialisation of our service solutions, providing add ons that Vernova cannot (or does not have the strategic intent to) include in its internal capabilities.

This will require from suppliers a fully open and transparent approach in sharing data and metrics to be further analysed and processed by analytical tools, as well as an expansion of their current capabilities to support a faster, leaner, and more sustainable value chain.
Companies such as K Machine Industrial Services, Applied Technical Services, and all the others I have previously mentioned have clearly demonstrated the potential for the kind of future collaboration envisioned above.

In Association with:

K Machine Industrial Services is a U.S.-based specialist in heavy rotating equipment repair and manufacturing. Founded in 1993 and headquartered in Savannah, Georgia, the company operates an 85,000-square-foot facility and multiple satellite locations across the southern United States. K Machine provides 24/7 emergency repairs, field machining, and component manufacturing for industries including power generation, pulp and paper, and petrochemicals. Their expertise encompasses steam turbines, gearboxes, high-pressure valves, and wood-processing equipment. As part of the MacAljon family of companies, K Machine combines deep technical knowledge with rapid mobilization capabilities, serving clients across North America and internationally.

www.kmachine.com

Applied Technical Services (ATS) is a leading provider of engineering, testing, inspection, and calibration services. Founded in 1967 and headquartered in Marietta, Georgia, ATS serves a diverse range of industries, including aerospace, automotive, construction, and power generation. The company’s comprehensive offerings encompass nondestructive testing, chemical analysis, metallurgy, environmental testing, and forensic investigations. With a commitment to quality and reliability, ATS operates a network of accredited laboratories and field service teams across the United States, delivering customised solutions that meet stringent industry standards. Through its family of companies, ATS continues to expand its capabilities, supporting clients in achieving operational excellence and compliance.

www.atslab.com

In-Place Machining Company (IPM) is a global leader in on-site machining, large-scale cutting, and precision measurement services. Headquartered in Milwaukee, Wisconsin, IPM has been delivering specialized field machining solutions since 1976. With a team of over 200 skilled technicians, the company serves industries such as power generation, marine, aerospace, and heavy manufacturing. IPM’s comprehensive services include field machining, laser alignment, metrology, and machine shop capabilities, ensuring minimal downtime and cost-effective solutions for complex maintenance and repair challenges. Operating across North America and internationally, IPM is committed to innovation, safety, and excellence in industrial maintenance.

www.inplace.com

Continental Field Systems, Inc. (CFS) is a U.S.-based provider of field and shop machining, welding, and turbine repair services. Founded in 1979 and headquartered in Savannah, Georgia, CFS serves industries including power generation, pulp and paper, chemical, marine, steel, and recycling. The company offers services such as on-site machining, manual and automatic welding, valve repair, and turbine maintenance. With a commitment to quality and timely delivery, CFS has established itself as a trusted partner for complex industrial maintenance and repair projects.

www.cfsusa.net

SG Energy Solutions is a U.S.-based electrical engineering firm specializing in power systems, controls, and automation for the energy sector. Founded in 2000 and headquartered in Southfield, Michigan, the company has expanded its presence with offices in Atlanta, Houston, and other locations across the United States. SG Energy Solutions offers a comprehensive suite of services, including engineering, electrical infrastructure, instrumentation, and controls, serving utility companies, power plants, and industrial clients. Notably, their proprietary Turbine Cardiogram (TKG™) technology provides real-time diagnostics for turbine maintenance without requiring shutdowns. With a commitment to safety, innovation, and accountability, SG Energy Solutions has successfully completed over 750 projects worldwide, delivering tailored solutions that enhance operational efficiency and reliability.

www.sgenergysolutions.com

Sims Crane & Equipment Co. is a leading provider of crane rental and rigging services in the southeastern United States. Founded in 1959 and headquartered in Tampa, Florida, Sims Crane operates over 15 locations across Florida, Georgia, Alabama, and Tennessee. The company offers a comprehensive fleet of mobile cranes, including all-terrain, crawler, rough terrain, tower, and truck cranes, with capacities ranging from 8 to 600 tons. Sims Crane is renowned for its commitment to safety, with all operators, riggers, and flagmen holding NCCCO certifications. Their services encompass 3D lift planning, specialized rigging, heavy hauling, and 24/7 emergency dispatch. As a third-generation family-owned business, Sims Crane combines decades of industry expertise with innovative technology to deliver reliable lifting solutions for construction, infrastructure, and industrial projects.

www.simscrane.com

RapidRatings is a global leader in financial health analytics, providing predictive insights into the financial stability of public and private companies across over 140 countries. Founded in 2007 and headquartered in New York City, RapidRatings offers solutions that help organizations manage supply chain, third-party, and credit risk. Their proprietary Financial Health Rating (FHR) system delivers objective assessments based on financial statement data, enabling clients to anticipate potential disruptions and make informed decisions. Trusted by Fortune 500 companies, RapidRatings supports businesses in building resilient partnerships and ensuring operational continuity.

www.rapidratings.com

ServoCon ALPHA is a U.S.-based specialist in fluid power systems and servocontrol solutions. Founded in 1979 and headquartered in Fishersville, Virginia, the company provides design, manufacturing, and remanufacturing services for servovalves, actuators, and hydraulic components. ServoCon ALPHA serves both commercial and military sectors, offering solutions that address contamination and wear-related challenges. With a commitment to quality and innovation, the company ensures that its products and services meet rigorous standards, supporting clients in achieving optimal performance and reliability in their operations.

www.servoconalpha.com

Wärtsilä’s Bearing Centre is a global leader in advanced bearing solutions, specialising in the design, manufacturing, and repair of white metal bearings and pads. Leveraging over 50 years of expertise, the Centre employs its patented 100BOND® white metal laser technology to enhance bearing performance, longevity, and environmental sustainability. Serving a diverse range of industries, including marine and power generation, Wärtsilä’s Bearing Centre offers comprehensive services such as Babbitt bearing repair, inspection, part refurbishment, and emergency support. With a commitment to innovation and quality, the Centre ensures optimal operational efficiency and reliability for clients worldwide.

www.wartsila.com

SWA Staffing is a U.S.-based technical staffing firm specialising in skilled trades across sectors such as power generation, renewables, manufacturing, commercial construction, and oil and gas. Headquartered in Orlando, Florida, with additional offices in Utah, SWA leverages over 75 years of combined industry experience to deliver tailored workforce solutions. Their services include contract and direct hire placements, mobilisation and demobilization support, payroll management, and safety training. By providing EHS-trained, background-checked professionals, SWA ensures clients receive qualified talent to meet project demands efficiently and safely.

www.swastaffing.com

Reman Europe is a Dublin-based engineering firm specializing in the overhaul and testing of gas turbine fuel control valves and auxiliary components. Established in 2001, the company is the exclusive authorized service center for Young & Franklin products in Western Europe, supporting GE heavy-duty gas turbines used in power generation and gas compression. Reman Europe’s ISO-certified workshop offers comprehensive services for components such as stop valves, sequencing valves, inlet guide vane actuators, and fluid flow dividers. With a commitment to quality and precision, the company ensures optimal performance and reliability for critical turbine systems across the energy sector.

www.reman-europe.com

Integrity Assessment Group (IAG) is a U.S.-based provider of integrity assessments and maintenance services for the oil and gas, power generation, renewables, and process industries. Founded in 2001 and headquartered in Clare, Michigan, IAG offers turnkey solutions that integrate across complementary service lines, including advanced non-destructive testing (NDT), rope access, cathodic protection, and construction services. With a Total Recordable Incident Rate (TRIR) of 0, IAG emphasizes safety and utilizes the latest technology to deliver high-quality, actionable results. Their services help clients enhance asset reliability, reduce regulatory compliance issues, and minimize environmental impacts.

www.int-grp.com

Deena Energy is an Irish-headquartered staffing and project services firm specializing in the Power Generation, Oil & Gas, and Renewables sectors. Established in 2014 and based in Balbriggan, Co. Dublin, Deena Energy provides skilled personnel across all project phases—from design and construction to commissioning and operations. As a subsidiary of Cpl Resources, part of Japan’s Outsourcing Inc., Deena Energy combines local expertise with global reach. The company’s name, derived from the Irish Gaelic word Daoine meaning “people,” reflects its commitment to supporting field personnel throughout every assignment.

www.deenaenergy.com

BrainRocket

Building Smart, Fast, and Human: James Howes on Launching Procurement at BrainRocket

When James Howes stepped into BrainRocket as Director of Procurement, there was no playbook, no legacy system, just a high growth tech company moving fast and building big. With a career spanning industries from FMCG and Financial Services to Energy and Real Estate, James brings a refreshingly pragmatic mindset to the table: procurement should accelerate progress, not slow it down. In this candid and insightful interview, he shares what it takes to build a procurement function from the ground up, balancing technology with people skills, structure with flexibility, and speed with smart decision making. From machine led negotiations to the power of trust and tone, James offers a clear eyed view of what procurement can, and should, look like in a modern, fast paced business.

Click below to access the digital version

 

Career Journey: Can you share your career journey and what led you to your current role as Director of Procurement at BrainRocket? What key experiences have shaped your approach to procurement?

I fell into it, really. I earned a place on an ultra competitive graduate scheme at A.P. Moller-Maersk and did a placement in procurement toward the end. From there, I moved to Sweden and then Denmark, sharpening the skills I’d picked up. Later, I returned to the UK and leaned into one of procurement’s best traits, its massive transferability.

I pivoted into Financial Services, then FMCG, broadening my category exposure, and then spent a decade as an independent contractor across Financial Services, FMCG, Energy, Telecoms, Consulting, Real Estate, and Payments. I’d been eyeing a departure from the UK for a couple of years, which came to fruition with my move to BrainRocket.

Now, I’m building the procurement function from scratch, something I’m excited about, not just because of the challenge, but because it brings together everything I’ve learned so far in a truly dynamic environment.

 

Procurement’s Role in Software Development: BrainRocket is known for developing innovative software products across various markets. How does the procurement function support the company’s commitment to delivering cutting edge digital solutions?

Speed is everything. Time to market is critical in our industry, and as companies scale, the agility once gained from a lack of structure can become a liability. That’s where Procurement comes in, securing great deals, reducing risk, and ensuring high quality service delivery from suppliers, while still moving fast.

I often recall Einstein’s quote: “Things should be made as simple as possible, but no simpler.” That mindset guides me as I build this function. Procurement here isn’t about control for its own sake, it’s about enabling progress without friction. Decision making is pragmatic, and bureaucracy is the enemy.

I’ve worked in huge enterprises before, and while they often had impressive systems, they also had layers of unnecessary process. At BrainRocket, I’m deliberately designing something leaner, sharper, and more responsive.

 

Building Procurement from Scratch: You’ve joined BrainRocket at a time when no procurement function exists. What are your first priorities, and how do you begin building structure without slowing down the business?

Henry Ford used to take executive candidates to lunch as a final test. He’d watch discreetly to see if they salted their food before tasting it. If they did, they didn’t get the job. Why? Because he believed one shouldn’t make decisions without first understanding the situation. I share that belief.

At BrainRocket, my first priority has been to observe—how things are bought today, where the pain points are, and what stakeholders need. Only once I’ve “tasted the food” do I begin to introduce structure.

That said, the day to day still needs handling, contracts must be negotiated and signed, and work can’t stop while the function is being built. So it’s not passive. It’s responsive, adaptive, and grounded in what the business needs now, not what a textbook might say procurement should look like.

This isn’t about bringing in a pre-packaged solution, it’s about building the right solution for BrainRocket, and meeting the company and its stakeholders where they’re currently at.

Supplier Relationships and Quality Assurance: In past roles and in this new role, what strategies do you use to build strong, transparent relationships with suppliers, and how do you ensure suppliers consistently meet the high standards required for quality?

I treat suppliers as people, not businesses. I make time for small talk and build rapport on a personal level, which helps create trust. I’m also transparent, I run fair processes, but I’m not overly rigid about communication protocols. I don’t believe in creating artificial barriers between suppliers, stakeholders, and my team. Removing myself as a bottleneck not only accelerates the process, but fosters stronger cross functional relationships.

People buy from people, and they’ll go the extra mile for someone they like and respect. That human connection has helped me navigate plenty of tough spots over the years.

As we grow, I’ll introduce more formal Supplier Relationship Management, but not the kind filled with unnecessary meetings for meetings’ sake. It’ll be focused instead on innovation, problem solving, and proactive engagement. Relationships are an asset, especially when things go wrong. And they always go wrong eventually. The question is: will your supplier care enough to help you fix it?

 

Digital Transformation in Procurement: How is BrainRocket leveraging digital technology to enhance procurement operations, and what recent advancements have had the most significant impact on efficiency and transparency?

The biggest challenge I’ve identified is a lack of visibility into the procurement process. Stakeholders often don’t know what to do, who approves what, or what information is needed. Most legacy ERP based systems have very poor UX and, as a result, very low adoption rates. There’s a reason every company that uses them has to rigidly enforce compliance, with varying success. These tools often overlook the upfront workflow, the ‘orchestration’ of getting something from initial request to a signed contract which, to me, misses the point entirely.


In this respect, tools like Omnea are changing the game. They focus on intake and intelligent procurement workflow, making the process intuitive for requesters, approvers, and the procurement team. This encourages adoption rather than circumvention, critical when you’re building from scratch. If no one uses the tools, the function won’t gain traction.


Beyond intake, Omnea also offers AI powered sourcing capabilities that let me spin up RFPs in minutes, not days, along with integrated third party risk management that lays the groundwork for effective SRM. Technology should enable agility, not create friction, and this new generation of tools, like Omnea, does just that.

 

Operating in a High Growth Environment: What are the biggest procurement related risks that come with rapid expansion in a company like BrainRocket, and how do you keep them in check while the business continues to grow aggressively?

The biggest internal risk in any business is overspending. In a high growth company, this becomes even trickier, there’s often a mindset that you have to invest aggressively to grow. I agree to an extent, you can’t save your way to prosperity. But you can spend your way out of it.


Growth brings a rising cost base, and the idea of “savings” often becomes irrelevant. What matters more is smart spend: are we spending on the right things, in the right way, with the right flexibility? Long term software deals might look great on paper, but if they lock you into a direction you later need to pivot from, they can become liabilities. Flexibility is sometimes worth paying for.


I also keep in mind a piece of advice I was once given: numbers on their own don’t matter, it’s the relationship between them that does. Context is everything. So while you won’t see a reducing cost base in a growing company, you may see a reducing cost base relative to revenue, or customers, or other growth related metrics.

Supplier Risk and Governance: When onboarding new vendors or managing existing ones, what risks do you pay closest attention to, and how do you mitigate them without adding friction?

I work closely with our legal team who, I should say, are some of the fastest and most pragmatic I’ve ever worked with. As our Head of Legal once put it to me: “I don’t need another lawyer, I need commercial people who can understand contracts.”
When onboarding or reviewing vendors, I’ll pre read contracts, engage with suppliers, and clarify key points before sending anything over. That way, Legal receives a contract overview, not a blank file, as well as an engaged partner to help us reach agreement pragmatically and quickly. It saves time and reduces back and forth.
What do I focus on? Termination rights (flexibility is crucial), renewals, overages, liabilities, data protection, and most importantly from my perspective, the schedule of services. That’s where expectations live or die.

My view? The best contracts are the ones you can file away and never look at again. But if you do have to dig them out, they need to be watertight.

 

 

Challenges in Procurement: Procurement is often misunderstood or met with resistance in growing companies. How have you approached shifting perceptions and gaining buy in for the function at BrainRocket?

When you’re building procurement from scratch, you’re not just creating a function, you’re changing how people work. That’s always going to generate some friction. Procurement is often misunderstood as a blocker, a cost cutter, or a bureaucratic gatekeeper. I’ve worked hard to flip that narrative by being visible, responsive, and pragmatic.

I try to show that procurement can accelerate progress by removing ambiguity, enabling better decisions, and taking unnecessary admin off people’s plates. Ironically, the things Procurement does already exist in many companies budgeting, legal reviews, infosec checks, with Procurement driving each strategically and shepherding requests through the mire.

A lot of it comes down to tone and timing. No one wants to be handed a rulebook, or have a fat policy foisted upon them, when they’re in a hurry to keep moving forward. So I focus on partnership early in the process, and I never forget that the goal isn’t compliance for compliance’s sake, it’s outcomes.

 

 

Future Trends in Procurement and Supply Chain Management: What trends do you see shaping the future of procurement and supply chain management, and how is BrainRocket preparing to adapt to these changes?

I see a future of radical transparency and machine led negotiation. As data becomes more accessible and AI matures, I can imagine a world where most deals are negotiated between bots, each representing buyer and seller, optimising terms in seconds, not days. Trust in these tools will be so high that humans won’t need to intervene in the mechanics.

Ironically, that makes the human side of procurement even more important. Relationship building, empathy, loyalty these will become key differentiators. I also expect an explosion in dynamic pricing and smart contracts, micro adjustments happening automatically based on live variables. This will fundamentally reshape Legal, Procurement, and Sales roles. In that future, what will matter most won’t be your process, it’ll be your people skills.

 

Career Advice: You’ve worked across multiple industries and now stepped into a completely greenfield role. What principles or mindsets have served you best in progressing your procurement career?

 

Get really good at more than one thing. The future belongs to the adaptable. Those with a couple of standout skills, and a solid grasp of many others, will connect dots faster and see the bigger picture more clearly.

To build that range, expose yourself to variety. Seek out new challenges. Be curious, even when you think there’s nothing to learn. Often, it’s one small idea, a way of framing a problem, a clever analogy, that sticks with you and reshapes your thinking elsewhere.

Also, as a general rule: ask for forgiveness, not permission. Back yourself. Be bold, but not reckless. Some of the best opportunities in my career have come from having the confidence to just go for it.

In Association with:

Omnea is an AI-powered procurement and supplier management platform that automates the full supplier lifecycle, enabling businesses to control spend and manage third-party risk effectively. Founded in 2022 and headquartered in London, Omnea streamlines procurement processes through intelligent intake, automated approvals, and seamless integrations with existing systems. The platform offers features such as renewal management, supplier risk assessment, and AI-driven insights, providing a centralised solution for procurement teams. Trusted by companies like Spotify, McAfee, and TeamViewer, Omnea has been recognised for its innovative approach to procurement automation. In 2024, the company secured $20 million in Series A funding led by Accel to further enhance its offerings and expand its global footprint.

www.omnea.co