Gallagher

Purpose, People, and Progress: Alicia Lane on Leading Procurement at Gallagher

With over two decades of procurement experience across sectors including health, utilities, and manufacturing, Alicia Lane brings a uniquely grounded and people-centric approach to her role as Group Procurement Manager at Gallagher. In this exclusive interview, Alicia shares her journey from creative beginnings in photography to leading procurement transformation at one of New Zealand’s most iconic companies. From embedding sustainability and supplier partnerships to embracing digital tools and developing future talent, Alicia discusses how Gallagher is building a resilient, strategic, and forward-looking procurement function.

Click below to access the digital version

 

Professional Journey: Can you share your career path and what led you to your current role as Group Procurement Manager at Gallagher?

I have been in New Zealand-based procurement roles for just over 20 years. My path into procurement was not an obvious one. I completed a Bachelor of Media Arts degree, majoring in Photography. While studying and setting up my freelance photography business, I worked in various office administration roles. During this period, I realised that photography was more of a passion than a career for me. It involved a lot of weekend work, which took away time with my family and friends. I also found it quite lonely compared to working as part of a team in an office environment.

I had the opportunity to join the procurement team at Fonterra Cooperative Group, one of the world’s largest exporters of dairy products. At the time, I was working in Accounts Payable and supporting the procurement team with projects. The Procurement Manager recognised strong cross-functional skills in me and believed I would be a good fit for the New Zealand-based global procurement team. I was excited for the challenge and started as a Procurement Coordinator, before quickly moving into Category Management roles. I was fortunate at Fonterra to have great mentors, colleagues, and on-the-job training in a large and complex organisation (by New Zealand standards!), which helped me quickly acquire solid procurement skills and experience. My role required some international travel and involved rolling out a large project across various Fonterra sites in Australasia, Asia, and the Middle East. This gave me valuable insights into different markets and cultures.

After nine years in the dairy industry, I moved into contracting to gain more experience across a wider cross-section of categories. I spent most of my time in the health sector, later becoming the Director of Procurement for Waikato District Health Board (now known as Te Whatu Ora). This role taught me a lot about how to collaborate with other health boards and government departments to leverage insights and expenditure. During this time, I also developed a passion for large ICT projects.

From health, I moved to the utilities sector to take on a Procurement Management role at Genesis Energy, which allowed me to continue facilitating and collaborating on large ICT projects. Managing a smaller procurement team also gave me more freedom to spend time with my growing family.

When a role came up at Gallagher Group as Group Procurement Manager, I was instantly interested in learning more about the manufacturing sector with an iconic and innovative Kiwi brand. Gallagher has a large global presence and deals with a lot of raw materials, making its supply chain very interesting. Gallagher was embarking on a transformation of its operations—particularly in Manufacturing, Supply Chain, and Procurement—and it was an exciting time to join, be part of a new Operations Leadership Team, and contribute to that transformation.

As for my photography? Let’s just say I likely have the best-photographed pets around!

 

Company Overview: Can you provide an overview of Gallagher’s operations and focus areas, and how the procurement function supports its strategic objectives globally?

Gallagher is a global technology leader in the Animal Management and Security industries, founded in 1938. With over 1,500 people across the globe, Gallagher has customers in more than 160 countries and designs and manufactures the majority of its products and solutions from its headquarters in Hamilton, New Zealand. Gallagher has three other manufacturing sites within New Zealand and Australia for Animal Management.

Its Animal Management business is a world-leading provider of animal and land management solutions. Its ecosystem of hardware and software enables farmers and ranchers to track, monitor and move animals; check water, fertiliser, or fuel levels remotely; and weigh and monitor animal health and performance to build a more profitable and sustainable future of farming.

Gallagher Security provides award-winning integrated technology solutions that unlock customer value through the power of its people and products. Our security technology is trusted by government, defence, commercial, industrial, healthcare, transportation, mining, and educational organisations all over the globe.

Although Gallagher operates all around the world, we remain a family-owned business founded on family values. People, partners, and customers are part of the Gallagher family. We live, work, and play in the communities in which we operate.

A global leader in innovation, Gallagher invest 15% of their profits in research and development and strive for excellence through continuous improvement. As technology advances, so too does Gallagher.

 

Navigating Market Volatility: In the face of global market fluctuations, how do you ensure the stability and resilience of Gallagher’s procurement processes?

Navigating market volatility is indeed a significant challenge for Gallagher, as it is for many organisations. It’s important to stay agile and alert.

At the time of writing, one of our major challenges is interpreting and responding to the new and changing tariffs imposed during the Trump presidency. This area continues to evolve rapidly, and North America remains a significant and growing market for Gallagher.
Additionally, Gallagher is addressing environmental regulations such as the EU’s Carbon Border Adjustment Mechanism (CBAM) and new reporting requirements.

Procurement often plays a leading role in helping the business understand and adapt to these changes. We approach these issues by forming cross-functional teams from various business areas to collaborate systematically. We gather information, seek independent expert advice where needed, assess the impact based on the highest-risk areas, and avoid knee-jerk reactions. Our procurement processes are designed to support market fluctuations and are a key consideration in our category planning.

We have sourcing strategies focused on risk mitigation—particularly regarding supply security. These include in-house production, supplier diversification, safety stock, strong supplier relationships, and closely monitoring changes in regulations and sanctions. We always keep our customer at the heart of our decisions.

These issues extend beyond procurement and require collaboration across the entire business. Gallagher’s global presence also helps mitigate risk by allowing us to adjust sales strategies based on emerging opportunities. Additionally, improving our internal S&OP processes has significantly contributed to our resilience and ability to adapt.

 

Sustainability in Procurement: How does Gallagher integrate sustainable practices into its procurement strategies, particularly concerning environmental and ethical considerations?

I am personally passionate about sustainability, and the evolving nature of procurement to increasingly incorporate sustainable practices aligns well with this commitment.

As part of our procurement due diligence process for key suppliers, we focus on modern slavery and human rights, environmentally sustainable practices, cybersecurity, and overall compliance with legislation. We are cautious about sourcing from countries and suppliers with higher modern slavery risk indicators. Through our Supplier Relationship Management, we aim for incremental improvement—recognising that sustainability is a journey that must be balanced with cost considerations.

Procurement collaborates with our key business stakeholders to understand the end-to-end supply chain and identify opportunities to reduce our carbon emissions.

Gallagher takes a long-term, pragmatic approach to sustainability, focusing on areas where we can make a meaningful impact through our business activities. Our Sustainability Framework is built around three key areas: Our Economy (sustainable growth, innovation, and trade), Our People (the Gallagher team and wider community), and Our Place (energy efficiency and waste reduction).

Sustainability is also integrated into our R&D processes. We focus on reducing the energy consumption of our products and extending their lifespan. A high-quality product that remains in use for longer reduces the need for replacement and delivers long-term environmental benefits.

 

 

Strategic Sourcing Initiatives: How do you approach developing and implementing strategic sourcing initiatives to enhance Gallagher’s supply chain efficiency and cost-effectiveness?

We adopt a category management approach to our procurement activities, ensuring we fully understand business requirements and maintain strong internal relationships. This comprehensive understanding helps us develop strategies that address both short-term tactical needs and longer-term strategic goals. Our procurement team includes procurement engineers who serve as a conduit to R&D, enabling us to grasp technical requirements and adapt to the speed required for new product design.

Procurement is closely aligned with Supply Chain and Manufacturing, and we work collaboratively with these key stakeholders to ensure their views are considered. We benchmark our in-house capabilities against outsourcing options and, when sourcing, consider where globally our products will have the highest demand, as well as the logistics required to meet that demand.

We focus on understanding the total cost of ownership and are willing to invest more with suppliers if it results in broader benefits—such as reducing internal costs, improving quality, or shortening lead times—which ultimately enhances sales and strengthens our reputation. Our business recognises that procurement-driven value can be measured in both monetary and non-monetary terms.

Overall, we value diverse perspectives, which help us consider all potential risks and benefits and ensure a well-rounded approach. Procurement should be a trusted business partner, and that’s the role we aim to fulfill.

 

 

Supplier Relationship Management: What criteria do you prioritise when selecting and maintaining relationships with suppliers to ensure quality and reliability in Gallagher’s products and services?

When evaluating suppliers, we consider the usual factors such as quality, reliability, cost competitiveness, innovation, sustainability, financial health, key personnel, and risk management.


However, more simply put, I prioritise suppliers who have robust systems and processes in place to give us confidence in their ability to mitigate risk.


I prefer to work with suppliers who listen to their customers’ needs and tailor their proposals accordingly, rather than relying on generic, ‘cut and paste’ approaches. It’s important to me that the same people—or their equivalents—remain involved after securing the business and are committed to continuously improving both their own operations and Gallagher’s.
Additionally, I value reference checks and networking with other customers, as they often provide valuable insights and lessons that can benefit our own journey.


Nothing ever goes smoothly all the time, so it’s vital that we can collaborate with key suppliers to find solutions together. It’s important that our suppliers truly partner with Gallagher and can be relied upon in both the good times and the tough times.

 

 

Technological Integration: What role does technology play in Gallagher’s procurement operations, and how have digital tools enhanced your strategic sourcing capabilities?

Throughout my career, I’ve excelled at making things happen in an imperfect world. Often, systems or data aren’t as ideal as we’d like, and fixing these issues can take time amidst other business priorities. Gallagher is no different—we’re on a journey to continuously improve our technology.

While great technology can significantly enhance procurement, it shouldn’t hold us back. We can still be curious and ask questions. I’ve leveraged system data, gathered feedback from key internal stakeholders, sought supplier input and recommendations, reviewed supplier spend reports, and analysed industry insights to cross-check ideas and help build effective sourcing strategies.

Gallagher is currently undergoing a transformation to upgrade our ERP systems to SAP S/4HANA, which will provide significant insights and opportunities. In the meantime, we’re working with our Operations Excellence team and advisors to incorporate AI into our reporting processes to help generate actionable insights.

Additionally, I’m looking to implement an online tool for modern slavery supplier assessments to automate this process and provide further insights and recommendations.


Talent Development in Procurement: How do you approach building and leading a high-performing procurement team, and what skills do you consider essential for success in this field?

In New Zealand, procurement is a skill shortage area, so I place great importance on recruiting the right people and retaining them. It’s fantastic to work with great people, and I’m fortunate to have an excellent team here at Gallagher, along with really great internal business stakeholders.

I prefer to hire individuals with strong cross-functional skills—such as project management, finance, and relationship management—and the right personality and work ethic to fit the team and business dynamic, rather than focusing solely on specific procurement skills.

The key skills I look to recruit or develop in my teams include:

  • Strong communication and influencing abilities
  • Critical thinking and problem-solving (including getting the right people in the room)
  • Outcome-focused mindset with strong time management
  • Adaptability and flexibility, as things change constantly

Many core procurement skills—such as negotiation, analytics, market research, and category planning—can be taught. Of course, finding someone with both the right personal attributes and strong procurement skills is a bonus!

We use a capability assessment where team members rate themselves, and the manager does the same. We then compare results and work together on individual development plans. I also believe in fostering a fun, learning-oriented environment for the team. It’s important to be able to have a laugh along the way.


Future Trends in Procurement: What emerging trends do you foresee impacting global procurement, and how is Gallagher preparing to adapt to these changes?

Several emerging trends are set to significantly impact global procurement. Automation and artificial intelligence are streamlining traditionally manual tasks such as inventory management and spend analytics, improving both speed and accuracy. Cloud-based solutions are gaining momentum for their flexibility, scalability, and cost-efficiency. At the same time, compliance and risk management are becoming increasingly important as companies navigate a more complex and evolving regulatory landscape. The adoption of digital tools continues to grow, particularly those that enhance efficiency through automated sourcing and predictive analytics. Additionally, sustainability and ESG considerations are now essential, requiring procurement teams to balance commercial performance with environmental and social responsibility.

At Gallagher, these trends are embedded into our annual procurement planning process and form a key part of ongoing discussions with stakeholders and suppliers. By focusing on continuous, incremental improvements in each of these areas, we ensure that our procurement function remains competitive, agile, and well-prepared for the future.


Advice for Aspiring Procurement Professionals: Drawing from your experience, what guidance would you offer to individuals aspiring to excel in procurement and strategic sourcing roles?

My advice for aspiring procurement professionals is to stay curious and seek opportunities to work in a variety of organisations. The way procurement is handled can vary significantly across different types of organisations, such as large multinationals, government departments, and smaller privately-owned companies. Each experience offers unique learnings and insights.

Additionally, developing a growth mindset and strong self-awareness is a valuable investment. These qualities will not only enhance your professional development but also prepare you for leadership roles in the future.

In Association with:

Argon & Co is a global management consultancy specialising in operations strategy and transformation. Founded in 2001 and headquartered in Levallois-Perret, France, the firm has expanded its presence to 17 offices worldwide, including locations in London, Atlanta, Singapore, and Melbourne. With a team of over 850 consultants, Argon & Co collaborates with clients across sectors such as manufacturing, retail, life sciences, and logistics to enhance operational performance and drive sustainable growth. Their expertise encompasses supply chain planning, procurement, finance, digital transformation, and change management. In 2025, the company further strengthened its footprint in the DACH region through the acquisition of Advyce & Company, reinforcing its commitment to delivering lasting results for clients globally.

www.argonandco.com 

Braemac Pty Ltd is a global leader in electronic component distribution and engineering solutions. Established in 1984 and headquartered in Sydney, Australia, Braemac operates 17 offices across Australia, New Zealand, Asia, North America, and Europe. The company offers end-to-end support from initial design through to mass production, specialising in semiconductors, embedded systems, displays, and connectivity solutions. With a strong focus on innovation and customer-centric service, Braemac partners with leading technology suppliers to deliver tailored solutions across industries such as automotive, industrial automation, medical, and IoT. In 2022, Braemac became part of the Exponential Technology Group, further enhancing its global reach and capabilities.

www.braemac.com

Fujifilm Holdings Corporation is a global technology conglomerate headquartered in Tokyo, Japan. Established in 1934 as a photographic film manufacturer, Fujifilm has evolved into a diversified enterprise with operations spanning healthcare, electronics, imaging, and business innovation. The company’s healthcare division offers medical systems, bio-CDMO services, and life science solutions. In electronics, Fujifilm provides semiconductor and display materials, while its imaging segment includes consumer and professional imaging products. The business innovation arm delivers document solutions and digital transformation services. As of March 31, 2025, Fujifilm employs over 72,000 people worldwide and operates through 270 consolidated subsidiaries. Under its “VISION2030” plan, the company aims to enhance profitability and capital efficiency, positioning itself as a collection of global top-tier businesses.

www.fujifilm.com

 

Gallagher Security is a global leader in integrated security solutions, headquartered in Hamilton, New Zealand. Established in 1938, the company offers a comprehensive suite of security hardware and software, including access control, perimeter security, and intruder detection systems. Gallagher’s flagship platform, Command Centre, provides scalable and customisable security management for organisations of all sizes. With a presence in over 140 countries, Gallagher serves a diverse range of sectors, including government, defense, healthcare, education, and critical infrastructure. The company maintains regional offices worldwide, including its European headquarters in Warwick, UK.

www.security.gallagher.com

 

Binance.US

Strategic Evolution: Dru Melidossian on Redefining Procurement at Binance.US

In a fast-moving industry where innovation and regulation collide, procurement can no longer afford to be a back-office function. At Binance.US, Dru Melidossian, Director of Strategic Sourcing and Procurement, is leading a transformation that positions procurement as a key driver of agility, compliance, and long-term business value. In this exclusive interview, Dru shares insights into building a lean, tech-enabled procurement function, forging collaborative supplier partnerships, and staying ahead of the curve in the ever-evolving world of cryptocurrency.

Click below to access the digital version

Professional Background and Role at Binance.US: Can you share your career journey and what led you to your current position as Director of Procurement & Strategic Sourcing at Binance.US?

It is an undeniable truth that our personal and professional development is shaped by the experiences we have and the relationships we forge throughout our lives. I consider myself incredibly fortunate to have collaborated with a multitude of talented, dedicated, and professional individuals during my career. Each person—whether they were considered a “good” leader or a “bad” leader—provided valuable lessons that have contributed to my growth.

My early career was rooted in the highly regulated, high-tech manufacturing sector, where I honed my skills in direct commodity management. This experience exposed me to a diverse range of industries, including biopharmaceuticals, aerospace and defense, and medical devices—each with its unique set of challenges and opportunities.

Driven by a strong desire to elevate the strategic importance of procurement and sourcing functions, I made a conscious decision to transition into the wealth and asset management space, where procurement and sourcing were unfortunately often relegated to the back office and viewed as merely administrative functions within many organisations. Over the past 15+ years, I have immersed myself in this industry, working as both a consultant and a practitioner across multiple organisations.

My current role at Binance.US represents a perfect alignment of my professional experience and expertise with the company’s needs. I joined the company during a period of rebuilding and was entrusted with the unique and exciting opportunity to re-establish the procurement function from the ground up. This clean slate has allowed me to shape procurement according to my vision, leveraging my extensive experience and industry knowledge to build a best-in-class function that not only meets but exceeds expectations and supports Binance.US’s strategic growth objectives.

 

 

Digital Transformation in Procurement: With the increasing role of technology in procurement, how is Binance.US leveraging automation, AI, and data analytics to optimise procurement processes and enhance decision-making?

Building a Lean and Agile Procurement Function – The traditional model of procurement, characterised by cumbersome and expensive P2P/ERP solutions and complex implementations, is no longer sustainable. At Binance.US, we’re taking a lean and agile approach to building our procurement function. By leveraging best-in-class point solutions and strategic partnerships with innovative providers we’re able to optimise our operations without the need for significant headcount expansion.

We are optimising our procurement function through an integration of automation, artificial intelligence (AI), and data analytics across various critical processes. AI is providing deeper insights and enabling more informed decision-making throughout the procurement lifecycle.

Our procurement process is designed with the user experience and operational efficiency in mind. We’ve implemented a clean and intuitive intake system that captures all relevant data in a systematic and intuitive way. This enables us to expedite downstream processes—including approvals, coding, payment, and strategy identification—while ensuring that our decisions are informed by meaningful and rich data.


Data analytics plays a pivotal role in our procurement strategy. By capturing and analysing data at every stage of the procurement process, we’re able to identify trends, optimise spending, mitigate risks, and make informed decisions that drive meaningful business value. Positioning procurement as a growth driver.


Looking ahead, we are committed to future-proofing our procurement capabilities. This is being achieved through a multifaceted approach that includes diligent strategic planning, the continuous exploration and adoption of technological innovations, and an unwavering commitment to the principle of continuous improvement. The goal is to establish a procurement function that not only operates with exceptional efficiency and effectiveness in the present but is also inherently adaptable and resilient to future changes and challenges. This forward-thinking strategy will enable the organisation to remain at the forefront of procurement best practices and consistently deliver optimal results, ensuring long-term organisational value and sustainability.

 

Strategic Sourcing in a Fast-Paced Industry: Given the rapidly evolving cryptocurrency industry, what strategies do you use to ensure Binance.US’s sourcing decisions align with business growth, cost efficiency, and innovation?

In the dynamic and rapidly evolving landscape of cryptocurrency, strategic procurement and vendor selection are of paramount importance. Each purchasing decision and vendor partnership must align with the overarching business strategy and support long-term growth objectives. To achieve this, a collaborative and intentional approach to supplier relationship management is essential.

Strategic sourcing necessitates close cooperation and alignment between procurement teams, business leaders, and budget owners. This collaborative approach ensures that procurement decisions are informed by business needs and budgetary considerations, fostering a sense of shared ownership and accountability.

An agile and flexible approach to procurement is crucial in a fast-paced and volatile market like the cryptocurrency industry. Market conditions, industry trends, and regulatory requirements can change rapidly, and procurement strategies must be adaptable to these shifts. Continuous monitoring of market conditions, supplier performance, and internal business needs enables procurement teams to identify opportunities for improvement and respond proactively to emerging risks.

Collaboration with key suppliers through proactive contract management approach that includes regular check-ins, volume-driven adjustments, and performance monitoring ensures that supplier relationships remain aligned with business objectives and continue to deliver optimal value. In the cryptocurrency market—where innovation and disruption are constant—a collaborative and forward-thinking approach to supplier relationship management can create a competitive advantage and drive sustainable growth.

By embracing a strategic, collaborative, and agile approach to procurement and supplier relationship management, businesses operating in the cryptocurrency market can navigate the complexities and uncertainties of this dynamic industry and position themselves for long-term success.

 

Supplier Innovation and Collaboration: How does Binance.US work with suppliers to drive innovation, particularly in areas like blockchain infrastructure, security solutions, and digital payment processing?

Innovation is the lifeblood of our organisation, and it thrives on collaboration. We are a lean, highly technical team, relentlessly pursuing groundbreaking advancements. Our excellence stems directly from our talented individuals and the strong relationships we forge within the industry. We actively seek out and collaborate with the brightest, most innovative partners to achieve breakthroughs in infrastructure, security, and processing.

We have a clear understanding of our strengths and focus our efforts accordingly. At the same time, we recognise our limitations and acknowledge that others may excel in areas where we do not. We build bridges and foster strategic relationships with those who complement our skills and expertise. These relationships are characterised by daily interaction, collaborative goal-setting, and shared successes and failures. We learn from both our triumphs and setbacks, constantly evolving and improving our capabilities.


While strong contracts that address both standard and unforeseen circumstances are essential, we believe that true partnerships go beyond contractual obligations. We seek out like-minded teams who share our passion for shaping the future of currency and payments. These relationships are built on trust, mutual respect, and a shared vision. Together, we can push the boundaries of what is possible and redefine the financial landscape.


Risk Management in Procurement: The cryptocurrency industry faces unique risks, from regulatory uncertainties to cybersecurity threats. How does your procurement function mitigate these risks while maintaining supply chain resilience?

Risk management within the cryptocurrency space is a multifaceted endeavor, demanding a collaborative approach to navigate both known and unforeseen challenges. This dynamic market—characterised by its volatility and evolving threat landscape—necessitates a proactive strategy to safeguard assets and operations.

Procurement plays a pivotal role in mitigating these risks by ensuring thorough due diligence on business partners and their capabilities. This involves maintaining vigilant awareness of evolving market trends and emerging players. Through close collaboration with Compliance, Information Security, Legal, and Risk teams, Procurement orchestrates a multi-departmental effort to identify, assess, and minimise potential threats by aligning objectives and providing visibility into the needs and risks of the business.

This comprehensive risk management strategy leverages a dual approach, incorporating both tactical and strategic elements. On a tactical level, the implementation of standardised workflows and the adoption of advanced technologies are essential for facilitating seamless communication, enabling efficient information sharing across departments, and ensuring a rapid and coordinated response to any emerging risks or identified incidents. These tactical measures provide the operational agility required to navigate the fast-paced nature of the cryptocurrency market. From a strategic perspective, the establishment of ongoing communication channels and the maintenance of comprehensive visibility into both internal operational changes and external market developments are crucial for ensuring that risk management protocols remain adaptive, relevant, and aligned with the ever-changing dynamics of the crypto industry. This continuous monitoring and reassessment process allows for the proactive identification of new risk vectors and the timely adjustment of mitigation strategies.

Ultimately, Procurement serves as a vital linchpin within the broader risk management ecosystem. By actively fostering a culture of collaboration, transparency, and shared responsibility, Procurement empowers informed decision-making at all levels of the organisation and facilitates an agile and adaptive response to the fluid risk landscape. This proactive and collaborative approach is not merely a defensive measure but a strategic imperative for sustainable growth and long-term success in the dynamic and often unpredictable world of cryptocurrency.


Technology’s Role in Procurement Strategy: How is Binance.US incorporating emerging technologies such as blockchain, smart contracts, and digital identity verification into its procurement and strategic sourcing processes?

The landscape of technology options in the procurement sector has been—and continues to be—characterised by remarkable and rapid advancements. Technology serves as the catalyst that has empowered us at Binance.US to implement targeted and effective solutions, yielding near-instant results. These solutions stand in stark contrast to the overly technical and complex systems that were prevalent in the past.

We have witnessed a clear evolutionary trajectory in this domain. We are transitioning into an era defined by highly specialised and focused solutions. These tools are evolving at an unprecedented pace and are redefining competencies within the procurement space.

By forging strategic partnerships with a select group of providers, we have successfully scaled our procurement operations without the need to staff the repetitive tasks that often plague larger and more outdated systems. Our procurement stack consists of providers who are not generalists claiming mastery over all areas; rather, they are specialists with deep expertise in specific domains, delivering best-in-class solutions within those areas.

Our relationships with procurement technology providers are characterised by open, two-way communication. We actively seek feedback from our providers and take concrete action based on that feedback. The days of extensive customisation are also behind us. The “that will not work here” mentality that was prevalent in the last decade is no longer relevant. To maintain a competitive advantage in today’s rapidly evolving landscape, it is imperative to adopt a new, more agile and adaptable mindset.


Adapting to Regulatory Changes: The regulatory landscape for cryptocurrencies is continuously shifting. How do these changes impact procurement decisions at Binance.US, and what strategies do you use to stay ahead of compliance requirements?

In the dynamic and rapidly evolving cryptocurrency landscape, regulatory compliance stands as the cornerstone of every successful operation. At Binance.US, we recognise that our actions must be firmly grounded in a robust regulatory and compliance framework. This encompasses a wide array of critical areas, including Know Your Customer (KYC) protocols, Anti-Money Laundering (AML) measures, tax compliance, volatility management, and meticulous supplier selection.

We also prioritise the regulatory management of our suppliers and maintain a keen focus on both regulatory and operational risk. Our commitment to compliance extends to reputation management, recognising that our standing in the industry is intrinsically linked to our ability to uphold the highest standards of integrity.

The cryptocurrency market is characterised by constant regulatory change, necessitating a proactive and agile approach from procurement organisations. At Binance.US, our teams remain vigilant and informed about the evolving regulatory environment. We continuously assess the implications of new regulations and proactively adopt strategies that ensure ongoing compliance while positioning us to capitalise on emerging opportunities.
Our diverse workforce and network of strategic suppliers provide us with a wealth of collective intelligence. We draw upon a rich tapestry of experiences, perspectives, and insights to navigate the complexities of the cryptocurrency market. The procurement team plays a pivotal role in bringing together diverse stakeholders to facilitate thoughtful decision-making and effective management.

By fostering a culture of compliance, embracing diversity, and maintaining a proactive approach to regulatory change, Binance.US is committed to leading the industry in responsible and sustainable growth. We believe that our unwavering commitment to compliance not only protects our customers and stakeholders but also strengthens the overall integrity and resilience of the cryptocurrency ecosystem.


Future Vision for Procurement at Binance.US: Looking ahead, what are your key priorities for the Procurement & Strategic Sourcing division at Binance.US, and how do you see procurement evolving in the crypto industry over the next five years?

Procurement’s evolution from a traditional back-office function to a strategic partner is essential in today’s dynamic business landscape. This transformation requires a shift in focus from purely operational tasks to aligning procurement priorities with broader business goals. By fostering strong relationships with both external suppliers and internal stakeholders, procurement can optimise processes, reduce operational costs, and drive overall business value.

In the digital age, agility and adaptability are paramount. Procurement must be responsive to evolving business needs, regulatory changes, and customer feedback. While objectives like cost savings, cycle time reduction, talent development, and digital tool implementation remain important, they must be pursued within a strategic framework centered on core business objectives. Consistency in procurement processes is valuable, but it should never come at the expense of adaptability and strategic alignment.

To achieve this alignment, procurement professionals need a deep understanding of the business’s key priorities and how procurement can contribute to them. This means collaborating closely with other functions—such as finance, marketing, and operations—to uncover opportunities where procurement can add value. For instance, procurement can play a pivotal role in supporting new product development by sourcing innovative materials and technologies.

Furthermore, procurement can leverage its expertise in supplier relationship management to drive innovation and enhance product quality. By working closely with suppliers, procurement can identify opportunities to co-develop new products and services that meet the needs of both the business and its customers.

Digital transformation is also critical for procurement’s continued evolution into a strategic partner. By investing in modern digital tools and technologies, procurement can automate routine tasks, enhance data visibility, and enable more informed decision-making. This allows procurement professionals to shift their focus to high-impact strategic activities such as supplier collaboration, innovation, and long-term value creation.

In Association with:

Tres Finance is a leading financial compliance platform purpose-built for digital assets and Web3 enterprises. Headquartered in Tel Aviv, Tres provides automated accounting, auditing, and reporting solutions across 200+ blockchain networks, exchanges, custodians, and DeFi protocols. Its flagship system, TRES FinOS, transforms complex blockchain data into fully auditable financial records, helping organisations achieve regulatory compliance with speed and accuracy. Supporting over 100 clients managing more than $19 billion in assets, Tres processes $14 billion in monthly transactions while maintaining SOC 1 Type 2 and SOC 2 Type 2 certifications. With operations spanning Tel Aviv, London, and New York, Tres continues to serve global financial institutions, asset managers, and Web3 companies with enterprise-grade solutions.

www.tres.finance.com

Oracle Releases Unbreakable Enterprise Kernel 8, Aligns with Linux 6.12 for Enhanced Enterprise Performance

Oracle has officially released Unbreakable Enterprise Kernel (UEK) 8, introducing support for the Linux 6.12 kernel, marking a major milestone for enterprise-grade Linux environments. Designed for Oracle Linux 9, this new kernel version offers improved hardware support, enhanced performance features, and expanded compatibility for modern enterprise workloads.

Key Advancements in UEK 8

UEK 8 aligns with the upstream Linux 6.12 kernel, ensuring enterprises benefit from the latest developments in the open-source community while maintaining Oracle’s rigorous enterprise standards. Major features include:

  • Improved hardware compatibility, particularly for next-generation AMD and Intel processors.

  • Enhanced virtualisation capabilities and memory management, boosting performance for high-load applications.

  • Continued support for Btrfs, Oracle’s preferred file system for advanced storage management.

  • Upgrades to networking subsystems and security modules to enhance both performance and compliance in modern IT environments.

Oracle’s Vision for Enterprise Linux

Oracle’s move to align UEK 8 with Linux 6.12 underscores its commitment to offering a robust, high-performance Linux distribution tailored to mission-critical enterprise workloads. The new kernel integrates upstream innovations while optimising them for cloud-native, virtualised, and on-premises deployments.

The kernel is tuned for Oracle Cloud Infrastructure (OCI) and Oracle Database environments but remains freely available for any Oracle Linux 9 deployment, allowing enterprises to benefit from continuous innovation without licensing fees.

About Oracle Linux and UEK

Oracle Linux is an open-source operating system designed for stability, security, and enterprise-grade performance. The Unbreakable Enterprise Kernel (UEK) is Oracle’s default kernel offering for Oracle Linux, known for blending cutting-edge Linux innovation with performance tuning for enterprise applications. UEK is trusted by customers worldwide for running Oracle software, large-scale databases, and hybrid cloud infrastructures.

About Oracle

Oracle Corporation is a global technology leader offering integrated cloud applications and platform services. With a focus on innovation, scalability, and security, Oracle delivers technology solutions that help businesses transform and thrive in a digital-first world.

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Leading Through Complexity: Sebastian Chua on Procurement, Innovation, and Resilience

With a career spanning global technology giants, public healthcare, and procurement leadership at the highest levels, Sebastian Chua has built a reputation as a transformative force in procurement and supply chain management. From leading regional procurement at HP/Agilent Technologies, Microsoft, and Alcatel Lucent, to serving as Chief Procurement Officer in Singapore’s Public Healthcare Agency, he has driven strategic procurement transformations while navigating complex challenges—including spearheading critical supply chain efforts during the COVID-19 pandemic.

As Chairman of The Procurement Council under Supply Chain Asia, Sebastian continues to shape the future of procurement, advocating for innovation, collaboration, and digital transformation. Recognised globally for his leadership, he has received numerous industry awards, including the Public Administration Medal from the Singapore Prime Minister’s Office and honors from The Procurement Leaders, CIPS, and Supply Chain Asia.

In this Executive Insight, Sebastian shares his perspectives on building winning teams amid uncertainty, managing difficult stakeholders, measuring procurement success, embracing digitalisation, and driving meaningful change. His insights offer a roadmap for procurement leaders seeking to thrive in an era of complexity, disruption, and evolving business expectations.

 

How do you build a winning team in the face of complexities, uncertainties, and constant disruptions?

It is in our nature to prefer the status quo over uncertainty and worry about trying new things that might lead to mistakes. However, we must look beyond these fears and adapt to new realities. To some, change is hard because they overestimate the value of what they have and underestimate the value of what they may gain by letting go.

When faced with a challenge, we should not procrastinate. If we don’t step forward, we remain in the same place. We must focus on the goal, not the distractions. If the plan does not work, we should change the plan, but not the goal. Our attitude, more than anything else, determines our success.

The difference between success and failure lies in taking action. The problem with some people is that they don’t try, quit early, or fear failure to the point of paralysis. When everything is trying to bring us down, we need to find one reason to keep pushing forward.

To innovate and transform, we do not need to achieve monumental feats. Transformation starts with a simple principle: THINK BIG, START SMALL, ACT FAST.

 

How do you manage difficult stakeholders?

Managing difficult stakeholders requires a balance of diplomacy, empathy, and assertiveness. Stakeholders have different motivations, priorities, and perspectives, which often create friction in decision-making.

  1. Active Listening: Stakeholders want to feel heard. Listening to their concerns without immediately countering their arguments helps in building trust.
  2. Aligning Interests: Finding common ground and demonstrating how procurement adds value beyond cost savings is key.
  3. Clear Communication: Transparency in goals, processes, and challenges fosters credibility.
  4. Relationship Management: Engaging stakeholders beyond work interactions creates rapport and fosters collaboration.
  5. Empathy and Flexibility: Understanding their motivations allows for tailored solutions that align with broader business objectives.

How do you measure procurement success?

Procurement success is more than cost savings. It is defined by the quality of business conversations and relationships, as well as the impact on business performance. Key metrics include:

  1. Cost Reduction vs. Value Creation: Procurement must go beyond just cutting costs and focus on strategic value generation.
  2. Supplier Performance: Evaluating supplier reliability, quality, and compliance.
  3. Stakeholder Satisfaction: Are internal teams and external partners benefiting from procurement efforts?
  4. Risk Management: Measuring resilience against supply chain disruptions.
  5. Innovation and Efficiency: Introducing new procurement strategies, automation, and sustainability measures.

What is your advice to team members who don’t want to embrace change?

Change resistance is common, but leaders must encourage adaptability. Key approaches include:

  1. Educating on Benefits: Clearly explaining how change leads to better outcomes.
  2. Leading by Example: Demonstrating willingness to embrace new processes.
  3. Small Wins First: Incremental changes build confidence in transformation.
  4. Addressing Fears: Understanding concerns and providing reassurance.
  5. Making Change Inclusive: Involving team members in decision-making increases buy-in.

Is digitalisation going to take over procurement jobs?

Digitalisation is transforming procurement, but it is not replacing human roles entirely. Instead, it is an enabler that enhances efficiency, decision-making, and strategic value. Digital tools reduce repetitive tasks, allowing procurement professionals to focus on high-value activities such as supplier relationship management and strategic negotiations.

Rather than fearing digitalisation, procurement professionals should leverage it to drive better business outcomes.

What are some of the key attributes in embracing and adopting digital technologies?

To successfully integrate digital solutions, professionals must develop the following attributes:

  1. Intellectual Curiosity: Being open to new technologies and understanding how they impact procurement.
  2. Technology Savviness: Not necessarily becoming data scientists but being familiar with AI, automation, and data analytics.
  3. Business Acumen: Understanding how digitalisation aligns with organisational objectives.
  4. Storytelling Skills: Data insights must be communicated effectively to drive decision-making.
  5. Adaptability: Continuous learning and willingness to evolve with emerging trends.

A winning team in procurement is built through agility, collaboration, and continuous learning. By embracing change, managing stakeholder relationships effectively, leveraging digital transformation, and maintaining a strategic mindset, procurement professionals can drive measurable success. The key is to Think Big, Start Small, and Act Fast.

Maersk

Strategic Procurement in a Disruptive World: Nishish Saxena on Driving Innovation, Collaboration, and Sustainability at Maersk

With over a decade of experience in procurement and supply chain management, Nishish Saxena, Head of Procurement for Ports and Terminals at Maersk, is at the forefront of transforming procurement into a strategic enabler for business growth. Leading procurement efforts across the Indian Subcontinent, Middle East, and Africa, Nishish is focused on strengthening supplier relationships, embedding sustainability into decision-making, and fostering cross-functional collaboration to navigate an ever-evolving global trade environment.


In this exclusive interview, Nishish shares insights on Maersk’s procurement strategy, the importance of trust-driven supplier partnerships, and how procurement is evolving beyond cost management to drive innovation, operational resilience, and long-term value creation. He also discusses Maersk’s ambitious sustainability goals and how procurement is playing a pivotal role in reducing carbon emissions. From leveraging technology to enhancing team development and risk management, Nishish provides a deep dive into the evolving role of procurement in shaping the future of global supply chains.

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Professional Journey: Can you share your career path and what led you to your current role as Head of Ports and Terminals Procurement at Maersk?

I started my career as a Management Trainee in a small, family-owned company in West Africa, where I managed fish and poultry procurement. This hands-on experience gave me a deep understanding of supplier relationships and how procurement decisions directly impact the P&L. In 2012, I joined Maersk’s procurement team, working across different categories and geographies.

Over the past decade, I’ve had the opportunity to lead teams, with a strong focus on coaching and mentoring. Six years ago, I relocated to Dubai as the Head of Ports and Terminal Procurement for the Indian Subcontinent and the Middle East, and my role has since expanded to include Africa. This position enables me to drive strategic initiatives and build strong supplier partnerships, contributing to Maersk’s broader vision for efficiency and innovation in procurement.

Procurement’s Role in Regional Operations: How does the procurement function support Maersk’s operations across the Indian Subcontinent and Middle East, particularly in ports and terminals?

At Maersk, our core focus is being a reliable partner to our customers, which means our operations teams work around the clock to ensure that cargo moves seamlessly—whether it’s arriving at factories, warehouses, or ports on time.

To put things into perspective, some of our vessels span the length of four football fields and can displace around 55,000 tonnes when empty—that’s the equivalent weight of approximately 7,857 African elephants. Ensuring these massive ships can berth, unload, and depart efficiently requires meticulous coordination at ports and terminals. These facilities serve as key nodes where containers—often likened to giant Lego blocks—are either discharged for local distribution, connected to other ports, or loaded as exports to be delivered worldwide.

I firmly believe that a supply chain is only as strong as its weakest link. Our suppliers are an essential part of this chain, and for Maersk to fulfill its commitment to customers, procurement plays a crucial role in securing the right suppliers—balancing cost with quality to maintain operational excellence and reliability.

Sustainable Procurement Practices: What initiatives have you implemented to ensure that procurement processes align with Maersk’s commitment to sustainability and reducing carbon emissions?

At Maersk, sustainability is not just an aspiration—it’s a fundamental part of our business strategy. In 2018, we set an ambitious target to achieve carbon neutrality by 2050, which we have since accelerated to 2040. Reducing our carbon footprint, whether through direct emissions (Scope 1) or supply chain impact (Scope 3), is embedded in our daily decision-making and procurement processes.

In our region, we actively seek suppliers who share our commitment to sustainability. This ensures that environmental responsibility is not just a point of negotiation but a mutual priority. Our approach focuses on two key areas:

1. Encouraging Supplier Investment: Where sustainable solutions require financial commitment, we work closely with suppliers to provide business assurances that support long-term investment in greener technologies and processes.

2. Process Optimisation: Many sustainability gains can be achieved through efficiency improvements rather than financial investment. We integrate clear service-level agreements into contracts to drive the right behaviors, ensuring that sustainability remains a core focus in supplier performance.

By embedding sustainability into procurement, we are not only aligning with Maersk’s decarbonisation goals but also creating a more resilient and environmentally responsible supply chain.

Supplier Relationship Management: How do you cultivate and maintain strong relationships with suppliers to ensure quality, reliability, and alignment with Maersk’s values?

For me, supplier relationship management (SRM) is fundamentally about building trust. Strong partnerships require commitment and investment from both sides, and like any meaningful relationship, they take time to develop. As the saying goes, “Rome wasn’t built in a day,” and the same applies to SRM.

One of the most common challenges I’ve observed is that while supplier relationships often start with enthusiasm and high expectations, over time, engagement can diminish, leading to communication gaps and misalignment. The key to avoiding this is consistency—ensuring regular touchpoints, structured engagement, and open communication to maintain alignment.

Another crucial element is senior leadership buy-in. Procurement alone cannot drive the SRM agenda; it requires active sponsorship and involvement from executive leadership across both organisations. When the leadership teams are engaged, SRM initiatives are far more effective and deliver greater long-term impact.


At Maersk, we have deliberately focused on these aspects, and as a result, we’ve seen significant success in our supplier partnerships. Procurement serves as the advocate for suppliers within the organisation, ensuring their value is recognised and that both sides work together towards shared goals. It’s a responsibility we take seriously, and one that ultimately contributes to Maersk’s operational excellence and strategic objectives.

Risk Management Strategies: What measures are in place to identify and mitigate risks associated with procurement activities, especially considering the unique challenges in the ports and terminals sector?

Risk management is becoming increasingly relevant in procurement, especially given the current geopolitical environment and the unpredictability it brings. However, for procurement to be truly effective in managing risk, it must invest time in understanding both the organisation’s business model and priorities, as well as the supplier’s business model and challenges.


This is why I encourage my team members to step away from their desktops and spend time engaging with business stakeholders and suppliers. At Maersk, we dedicate time to understanding the concerns of our suppliers in ports and terminals, whether related to shifting trade patterns, regulatory changes, or technological advancements. This direct engagement enables us to anticipate risks and prepare more effectively.


By maintaining close relationships and open communication with our suppliers, we ensure that we are not just reacting to risks but proactively mitigating them. This approach helps us navigate the complexities of the ports and terminals sector while maintaining operational efficiency and reliability.

 

Team Development and Training: What steps do you take to ensure your procurement team remains skilled and knowledgeable about the latest industry trends and best practices?

I am a strong believer in investing in talent and ensuring that team members continuously upskill to stay relevant in this ever-evolving business environment. The first step is helping them develop a structured career plan. Once they have a clear understanding of their aspirations, it becomes easier to identify skill gaps and tailor development initiatives accordingly.


I also believe that resources for learning and growth are available, but it is up to leaders to prioritise elevating the capabilities of their teams. Many procurement leaders acknowledge the importance of training and development, but often, they either lack the bandwidth or the intent to make it a strategic focus. Leaders must actively invest time in the development of their teams—it should not be an afterthought.


A key reflection for any leader is to assess how much time they are dedicating to their own growth. A leader with a growth mindset will naturally foster a culture of continuous learning within their team.


Beyond conventional training programs and job swaps, I encourage my team to attend industry conferences. Over the past few years, there has been a significant increase in procurement-focused conferences in the region, offering excellent networking and learning opportunities. Engaging with procurement professionals from various industries at these events allows for organic learning, exposure to new ideas, and best practices that can be applied within our organisation.

 

Supporting Maersk’s Strategic Goals: How does the procurement function align with and support Maersk’s strategic objectives in the region, particularly concerning expansion and customer service?

Our customer is at the heart of everything we do, which means ensuring a resilient and responsive operation at all times. Since we don’t own assets everywhere—nor do we intend to—our suppliers play an integral role in fulfilling our promise to customers. Procurement’s role is to work closely with these suppliers to uphold the highest service levels and drive operational excellence.


The approach in our region is no different. We engage proactively with our key suppliers, not only to maintain high service standards but also to enable the development of new products that align with our evolving business needs.


For procurement, the focus is on creating value for the business through collaboration—both with suppliers and internal stakeholders. This collaboration must be consistent and strategic, ensuring procurement is not just a support function but a driving force in Maersk’s growth and service excellence. Strengthening our collaborative capabilities is essential for procurement to continue adding value and advancing Maersk’s regional and global objectives.

 

Driving Cross-Departmental Collaboration at Maersk: How are you fostering collaboration across departments in the region?

Collaboration is like a muscle—it needs consistent practice and effort to strengthen. In today’s world of constant disruptions, the ability to work seamlessly across departments is essential for navigating challenges and driving business success. That’s why cross-functional collaboration is a key focus area for me.


To build the right culture, I always encourage my team to embrace the mindset of “confusion over conspiracy”—meaning, when something goes wrong, assume misunderstanding rather than malintent. This approach fosters trust and open communication, which are critical for effective teamwork.


On a practical level, we have taken steps to embed collaboration into daily operations. For example, we involve our finance business partners more actively in procurement discussions and bring our commercial colleagues into supplier meetings to explore growth opportunities together. It was also encouraging to see collaboration recognised as one of the essential skills for the future at the recent World Economic Forum in Davos—reinforcing its importance in an evolving global landscape.

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

I don’t see the fundamentals of procurement changing, but what must evolve is our level of engagement. Procurement can no longer just enable the business strategy—it must become an active contributor, if not a driver. To achieve this, procurement professionals must speak the language of the business every day and align closely with strategic priorities. I have seen this approach successfully driven by strong leaders, and it’s something we must continue to embed within our function.


Of course, none of this is possible without investing in our people. To drive innovation and sustainability, we need to ensure that our leaders are committed to fostering a growth mindset, building a psychologically safe work environment, and embracing diversity within our teams. If we get this right, I am confident that everything else—innovation, sustainability, and value creation—will naturally follow.

In Association with:

Adani Ports and Special Economic Zone Limited (APSEZ), a subsidiary of the Adani Group, is India’s largest private port operator. Established in 1998 and headquartered in Ahmedabad, Gujarat, APSEZ manages a network of 13 ports and terminals across India, including the prominent Mundra Port in Gujarat. The company offers a range of services such as bulk and breakbulk cargo handling, container services, and liquid cargo operations. In addition to its Indian operations, APSEZ has expanded internationally, acquiring a 70% stake in Haifa Port in Israel and a 51% stake in a container terminal in Colombo, Sri Lanka. In the fiscal year 2023-2024, APSEZ handled a record 420 million metric tonnes of cargo, marking a 24% year-on-year growth.

www.adaniports.com

Inchcape plc is a global automotive distribution, retail, and services company headquartered in London. Established in 1847, the company operates in over 40 countries, providing services such as product planning, logistics, brand marketing, retail, and aftermarket services. Inchcape maintains partnerships with more than 60 leading automotive brands, some dating back to the 1960s.

In 2024, the company reported revenues of £9.3 billion and employs around 18,000 people worldwide. In a strategic move to enhance its distribution focus, Inchcape sold its UK retail operations to Group 1 Automotive for £346 million in April 2024. The company also expanded its reach by acquiring Derco, Latin America’s largest independent automotive distributor, for £1.3 billion in 2022.

www.iss-shipping.com

Alef Education

Driving Procurement Excellence in EdTech: An Interview with Atta Deaibes, Head of Procurement at Alef Education

As technology continues to reshape the education sector, procurement plays a pivotal role in ensuring that organisations remain agile, cost-effective, and innovative. At the heart of Alef Education’s procurement operations is Atta Deaibes, an experienced leader who brings a strategic approach to sourcing, supplier management, and digital transformation.

In this exclusive interview, Atta shares insights into his career journey, how procurement supports Alef Education’s mission, and the role of technology, risk management, and sustainability in shaping the future of procurement within the fast-evolving EdTech landscape. He also offers valuable advice for aspiring procurement leaders looking to make an impact in the field.

 

Click below to access the digital version

Career Journey: Can you share your career path and what led you to become the Head of Procurement at Alef Education? What experiences have most influenced your approach to leadership in procurement?

I began my procurement career at one of the Big Four international oil and gas companies, where my initial role involved managing purchase orders, invoices, and receipts to facilitate vendor payments. This early experience gave me a strong foundation in the procure-to-pay (P2P) process and industry-specific purchasing.

Eager to expand my expertise, I transitioned into a buyer role, where I focused on negotiating pricing and securing materials at optimal costs. Over time, I progressed to the position of Country Procurement Manager for the UAE and Oman, leading a team of 15 and overseeing procurement operations across various sectors, including drilling equipment, logistics, and office supplies.

During the COVID-19 pandemic, I was presented with an opportunity to pivot into the education technology sector, joining Alef Education. The company’s mission—leveraging AI to enhance learning for students, teachers, and parents—deeply resonated with me. Given the rapid advancements in AI and technology, I saw this as a chance to apply my procurement expertise in an industry that drives innovation and transformation.

Today, as Head of Procurement at Alef Education, I lead a team focused on strategic sourcing, cost optimisation, and operational efficiency, ensuring that procurement aligns seamlessly with the company’s broader vision.

Procurement’s Role in EdTech Innovation: Procurement is critical in supporting Alef Education’s mission to reshape education through technology. How does your team ensure that procurement processes align with and support the company’s innovative goals?

To effectively support Alef Education’s mission, procurement must go beyond traditional sourcing and cost management—it must serve as a strategic enabler of innovation. The first step is fully understanding the company’s vision and long-term objectives. With this foundation in place, procurement processes can be tailored to align with these goals while maintaining core procurement principles.

When I joined Alef Education, my focus was on adapting procurement policies and procedures to be agile, responsive, and supportive of our stakeholders’ evolving needs. Since there is no universal procurement model that fits all industries, we designed a flexible framework that balances compliance, efficiency, and adaptability to meet the demands of a fast-paced EdTech environment.

Collaboration with stakeholders is essential to ensure that procurement decisions not only optimise costs but also contribute to the company’s innovation-driven objectives. By staying proactive, fostering strong supplier partnerships, and leveraging technology, procurement plays a pivotal role in driving Alef Education’s transformation of learning experiences.

Supplier Selection and Management: What criteria and strategies do you employ to select and manage suppliers, ensuring they meet Alef Education’s standards for quality, reliability, and ethical practices?

Effective supplier selection and management are crucial to maintaining Alef Education’s high standards. Beyond sourcing the best products and services, we focus on fostering long-term, strategic partnerships with suppliers who align with our mission and values.

At Alef Education, we enforce a strict Code of Ethics that extends to our suppliers, ensuring adherence to ethical business practices, transparency, and full compliance with legal and regulatory requirements. Quality and reliability are equally important—we thoroughly vet suppliers based on their certifications (e.g., ISO), compliance with In-Country Value (ICV) for local vendors, financial stability, and industry reputation. Additionally, we evaluate suppliers’ proven track records, verified through references and past performance assessments.

However, supplier collaboration is an ongoing process, not a one-time evaluation. We continuously monitor performance, assess risks, and encourage innovation within our supply chain. This proactive approach ensures that Alef Education maintains a strong, ethical, and high-quality procurement ecosystem that directly supports our educational objectives.

Balancing Cost and Quality: In the rapidly evolving EdTech industry, how do you balance cost considerations with the need for high-quality products and services to maintain Alef Education’s competitive edge?

This is a great question. A common misconception about procurement is that it solely focuses on cost-cutting—however, true procurement excellence is about achieving value for money (VFM) rather than simply securing the lowest price.

At Alef Education, we prioritise strategic sourcing, ensuring that every procurement decision balances cost efficiency with quality, reliability, and long-term value. We adhere to a structured procurement framework, utilising Request for Proposal (RFP) and Request for Quotation (RFQ) processes to maintain transparency and secure the best possible options.

Additionally, we continuously explore innovative solutions and emerging technologies that align with Alef Education’s mission. While cost savings are important, they should never come at the expense of quality. We recognise that investing in high-quality products and services leads to better outcomes and long-term sustainability. If a higher investment ensures a more robust and effective solution, we are willing to make that choice—ensuring that Alef Education remains at the forefront of EdTech innovation.

Sustainability in Procurement: Sustainability is becoming increasingly important across industries. How is Alef Education integrating sustainable practices into its procurement and supply chain operations?

Sustainability has become a key focus for industries worldwide, and at Alef Education, we are committed to embedding sustainable procurement practices into our operations. As a UAE-based organisation, we align with the country’s sustainability vision by integrating environmentally responsible sourcing, ethical supplier selection, and efficient resource management into our procurement processes.


One of our primary approaches is partnering with suppliers who share our commitment to sustainability—whether through reducing carbon footprints, ethical labor practices, or responsible sourcing. We also focus on digital transformation to minimise paper usage and streamline procurement operations, reducing waste while increasing efficiency. Additionally, we prioritise working with local vendors whenever possible, supporting the economy while reducing the environmental impact associated with long-distance supply chains.


For us, sustainability is not just a checkbox—it is a guiding principle in how we evaluate vendors, negotiate contracts, and make procurement decisions. By embedding sustainability into our procurement strategy, Alef Education is actively contributing to a more responsible and environmentally conscious future.

 

Digital Transformation in Procurement: With Alef Education’s focus on AI and digital tools, how is the procurement department leveraging digital technologies to enhance efficiency and transparency in its operations?

At Alef Education, we recognise the transformative power of AI and digital tools in modernising procurement operations. Our goal is to reduce manual processes and leverage technology to streamline workflows, enhance transparency, and optimise decision-making.


We are actively digitising procurement processes to eliminate outdated manual methods, creating a more agile and automated approach. This shift not only improves team efficiency but also provides real-time visibility into procurement activities, fostering better collaboration across departments. Additionally, by integrating data analytics and AI-driven insights, we can make more informed purchasing decisions, track vendor performance more effectively, and implement cost-optimised procurement strategies.


Ultimately, digital transformation in procurement ensures agility, accountability, and value-driven decision-making, allowing Alef Education to scale effectively while maintaining the highest standards of compliance and operational efficiency.

 

Risk Management in Supply Chain: Given the complexities of global supply chains, how does Alef Education manage risks to ensure continuity and resilience in its procurement processes?

At Alef Education, risk management in procurement is built on proactive planning, supplier diversification, and technology-driven insights. Given the dynamic nature of global supply chains, we implement robust risk assessment frameworks to identify potential disruptions and develop effective mitigation strategies.
One of our key approaches is supplier diversification—we avoid over-reliance on a single vendor by maintaining relationships with multiple suppliers across different regions. This strategy helps mitigate geopolitical risks, logistical challenges, and supply shortages.


We also incorporate contractual safeguards, such as service level agreements (SLAs) and penalty clauses, to ensure supplier accountability and minimise risks related to delayed or subpar deliveries. Additionally, by leveraging AI-driven procurement tools, we enhance real-time transparency, monitor supplier performance, and forecast potential risks before they escalate.


Finally, we conduct regular risk reviews and scenario planning to ensure our procurement processes remain agile and resilient. By embedding risk awareness into every stage of procurement, we safeguard Alef Education’s operations, ensuring our supply chain remains robust, responsive, and aligned with business goals.

 

Adapting to Market Changes: The EdTech market is dynamic and fast-paced. How does your procurement team stay agile and responsive to changing market conditions and technological advancements?

In the rapidly evolving EdTech market, agility and responsiveness are essential. Our procurement team ensures we remain flexible and adaptive by continuously monitoring industry trends and adjusting our processes to align with Alef Education’s evolving needs.


We actively engage with key stakeholders across departments, particularly in technology and operations, to stay aligned with their strategic priorities and anticipate shifts in requirements and objectives. This cross-functional collaboration enables us to proactively adjust our procurement strategies.


Maintaining strong relationships with suppliers and industry peers also allows us to react quickly to market changes, whether it’s new product offerings, cost fluctuations, or supply chain disruptions. Open communication ensures we can rapidly pivot sourcing strategies to leverage the latest innovations and best available technologies.


Additionally, we foster a continuous learning culture, encouraging our team to stay updated on emerging procurement best practices and new technologies. By doing so, we ensure Alef Education remains ahead of the curve, implementing cutting-edge solutions while maintaining efficiency, cost-effectiveness, and innovation in our procurement processes.

Collaboration with Internal Stakeholders: How does the procurement department collaborate with other departments within Alef Education to ensure alignment with overall business objectives and successful project outcomes?

At Alef Education, we recognise that collaboration and transparency are essential to achieving our goals. Our procurement team works closely with all departments to ensure that procurement strategies align with Alef’s broader business objectives and contribute to successful project outcomes.

We start by understanding stakeholder needs and crafting a tailored procurement plan for each department’s purchases. Regular weekly meetings help maintain alignment, track progress, and address any concerns early in the process.

Beyond formal meetings, we emphasise ongoing communication with stakeholders to gather feedback and continuously refine our approach. One question I often ask is, “What keeps you awake at night when thinking about procurement?” This helps us identify key challenges and deliver practical, stakeholder-driven solutions.

We view our internal stakeholders as valued customers, and our goal is to provide them with exceptional service. By fostering strong relationships and open lines of communication, we create smoother procurement processes, enhance stakeholder satisfaction, and drive the success of Alef Education’s initiatives. This proactive collaboration ensures that projects run efficiently, effectively, and in full alignment with the company’s mission.


Advice for Aspiring Procurement Leaders: Based on your experience, what advice would you offer to professionals aspiring to leadership roles in procurement, particularly within the EdTech sector?

My advice for aspiring procurement leaders is simple: listen and learn from others. One of the most important traits a leader can have is the ability to truly listen, especially to those with different perspectives and ideas. In procurement, it’s easy to become focused solely on cost management, purchasing, and contracts, but leadership in this space—especially within the dynamic EdTech sector—requires much more. It’s about building relationships, influencing others positively, and driving strategic value beyond operational efficiency.

To be successful, you need to market yourself and your team by demonstrating the value procurement brings beyond tactical processes. Take the time to understand your stakeholders’ needs and build trust by ensuring a smooth and transparent procurement experience that keeps them engaged and confident in your decisions.
Additionally, embrace feedback—don’t shy away from constructive criticism. Growth as a leader comes from understanding what works, what doesn’t, and continuously improving. Procurement leadership is about balancing cost management with strong stakeholder relationships, and both are equally critical to success in the fast-evolving EdTech industry.