I started my career in 2003 as an e-sourcing analyst. At the time, procurement technology felt like the future — and the problems it was supposed to solve felt straightforward. Twenty-two years later, I've learned that the technology usually works. The hard part is everything else.
My work has taken me across financial services, manufacturing, consumer goods, and global professional services. I've led procurement transformation programmes, redesigned operating models, built category management capabilities from scratch, and spent a significant part of my career at the intersection of what technology promises and what organisations are actually ready to absorb.
I'm a Chartered Member of the Chartered Institute of Procurement and Supply (MCIPS) and hold a certificate in Digital Business Strategy from Columbia Business School. Over the course of my career I've held accountability for indirect spend portfolios exceeding $700 million and have generated more than $85 million in savings across programmes of varying scale and complexity.
Right now, my focus is on what AI genuinely changes in procurement — and what it doesn't. The answer is more nuanced than most vendor conversations allow for. I write about it here, and I think about it constantly.
Procurement transformation isn't a technology problem. It's an organisational design problem that happens to involve technology. The programmes that stick are the ones where someone thought carefully about the operating model, the capability, the data, and the change — not just the platform.
I'm drawn to the cases where something should have worked and didn't — where the implementation was technically correct but the business impact never arrived. Those cases are usually more instructive than the successes, and they're more common than anyone admits.
I believe in telling the truth about where things stand. Not in a way that's unkind or discouraging — but in a way that's useful. The S2P Honest Check on the homepage is a small expression of that instinct. So is most of what I write.
I volunteer as a mentor with two organisations that I care about genuinely — not as a professional obligation, but because the work matters to me.
With GMI — Global Mentorship Initiative (an international charity), I work with professionals across emerging markets who are navigating career transitions, building into leadership, and looking for honest guidance from people who've been further along the path. The conversations are direct, sometimes difficult, and almost always worth having.
With Migrant Leaders (a UK registered charity), I work with migrant professionals in the UK who are building careers in environments that weren't designed with them in mind. This is close to my own experience in ways I don't always need to articulate. The confidence gap is real. The capability usually isn't.
I volunteer with both organisations in a personal capacity. If you're working with either and think a conversation with me might be useful, the inbox is open.
For writing exchanges, mentoring conversations, or anything procurement and AI — the best route is always email.