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.
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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.
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.
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.
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.
