Climbing the career ladder in an increasingly automated world

There’s a lot of talk these days about the future of work and robots taking over. It’s been covered in a number of recent articles on the future of procurement by the likes of Spend Matters. I thought I’d give my view, as a recruiter, on how I’m seeing things change as the world of Procurement becomes further automated.

We are increasingly observing terminology like spend analytics, process automation, artificial intelligence and machine learning creeping into job descriptions.

And CPOs asking for us to find candidates that can “understand and agree our analytics vision” or “provide a step-change in the way we use data to inform our decision making and problem solving”.

Others have asked us to find people with experience of “delivering procurement technology projects in the context of broader procurement transformation initiatives”.

As a result we are seeing CVs that list key skills like:

  • Solution design and implementation
  • Process evolution and mapping
  • Data gathering and analysis
  • Planning and delivering transformational training workshops.

But we’re finding that it’s adaptability and a willingness to learn new skills that are the key differentiator in today’s market. Attitudes to automation and new technology seem to vary dramatically, from people who see it as something that will put them out of work, to people who embrace the change and are actively developing new skill sets such as those mentioned above that will set them up for the future.

This is something that we’ll be exploring in more detail during a workshop I’m hosting at Basware Connect in London on 17th October. I’m hoping for a lively discussion where I’ll be sharing my own experiences and inviting outside perspectives on how people are climbing the career ladder in an increasingly automated world.

Connect is one of my top picks when it comes to conferences, it was a great event last year with excellent guest speakers and insightful content. You can sign up for free here.

Procurement Leaders – The Talent Attraction Reality – Part 2

In our previous article on this subject, my colleague Simon Edbury wrote about the opportunities that exist for procurement functions to help improve their organisation’s approach to Talent Attraction.

I thought it would be valuable to share an example of best practice in recruitment to illustrate the benefits it can bring, benefits which beg the question “why do so many procurement functions continue to apply an old school methodology to how they manage their recruitment spend” because that’s what we still see in our day to day work.

At Edbury Daley we have had a clear message to the market for some time now and in simple terms, it reads like this:

There is a talent shortage in most areas of the procurement technology marketplace so if you want to hire the best people you need to start thinking differently about how you approach your recruitment.

It’s a message that the clients who value our service really understand and it is best demonstrated by the procurement solution providers that we recruit for and their customers who need key skills to reap the rewards of their investment in the technology available.

With greater emphasis being put on the digital procurement skill set, these market conditions are going to get more acute and that’s one key reason why we are committing ourselves to that area. It’s the future of procurement and companies that are serious about hiring those skills will need our sort of expertise if they want to achieve their recruitment objectives.

In our recent Insider report, we talked about the market conditions for these sorts of in-house appointments. Here’s what we had to say:

One area that … may lead to growth in in-house procurement technology roles is Spend Analytics.

We are seeing more evidence of dedicated roles in this area having worked some interesting projects ourselves and heard about others that have been advertised or made through internal appointments.

A typical example would be that of an organisation already using one or more elements of a broad platform, for example, S2C, P2P, contract management etc. and therefore capturing plenty of potentially valuable data but not using it effectively.

By appointing a specialist to review the existing landscape, assess the available data and formulate a strategy to implement an effective Spend Analytics strategy, procurement leaders are starting to realise the value available in the data.

In making these appointments we are considering people from both the procurement profession and from much broader data science backgrounds depending on the preferences of the hiring managers.

However, we are still at the stage where we have more conversations with leaders who are planning in this area than those who are able to instruct us to start the hiring process.

The aforementioned appointment of a Procurement Data Lead for a FTSE 100 pharma company was an excellent example of a client investing in its supplier relationship to increase the likelihood of a successful outcome. Here’s what they did that ultimately made the difference:

They consulted with us at the very beginning of the process when scoping out the role. This enabled them to:

  1. a) understand the availability of the required skills
  2. b) assess the likely cost in terms of salary
  3. c) set realistic expectations within the business about the choices available to them.

They then worked with us to develop a realistic job specification for the role featuring both essential and desirable skills/experience. I believe our guidance here was very beneficial to the client.

We then helped them develop the go to market strategy for this role which would arm us with the ammunition required to convince both active, and more perhaps importantly passive job seekers, that this was a role offering a great career opportunity and therefore worthy of serious consideration

They gave us exclusivity on the recruitment process which incentivised us to go the extra mile in candidate sourcing, confident in the belief that our time and effort would be rewarded.

So by the time we went to the market we were armed with everything we needed to attract the best relevant talent for our client and they had both a clear brief and a realistic expectation of what they could hire for the desired salary band.

The result was a successful appointment despite the relative scarcity of the desired skill set. We attribute much of the success to the partnering approach the client took with us in the planning stage of the process. It set a tone for the entire recruitment campaign that many would do well to replicate.

If your approach to recruitment would benefit from this type of approach and the use of our expertise in the procurement technology world, it would be interesting to discuss how we can help you. 

Why not get in touch via andrew@edburydaley.com

The Future of Procurement Part 3

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Technology and the Procurement Skill Set 

It’s clear that we believe that the increased use of technology by procurement and supply chain presents real opportunities for the function to advance in many different ways. Based on what we hear from our attendance at various events and through the conversations we have all the time with the procurement leaders in our network, the obvious area of advancement is in the use of technology and particularly the power of the data.

So is this the area that can unlock the opportunity for procurement departments to move beyond a savings dominated agenda? Will it make their contribution more important strategically, increasing efficiency and releasing resources in the process?

We recently observed a respected leading procurement consultant saying words to the effect that future procurement teams will need to develop new skills as transactional tasks become increasingly automated due to innovation. He ventured that analytical roles will grow in importance as will the need to track the impact of the solutions otherwise “how will we demonstrate the value of the investment in the software?”

Some more thoughts from Justin Sadler-Smith of SAP Ariba on the subject of how the latest generation procurement technology/software can help facilitate the evolution of the procurement function from a savings obsessed agenda to a broader contribution for mid-market and enterprise organisations.

“Savings is the day job and still the focus for most procurement professionals. However, the actual savings reported are regularly challenged in term of P&L impact and, taken in isolation, can undermine the significant value a procurement professional can deliver. “Technology exists today to provide a single source of truth with supplier engagement across the Procurement Lifecycle.
This is either through single platform or via best of breed… the preference being the former to avoid costly and time-consuming additional integration. “It still amazes me that some organisations have still to be persuaded on the value of Cloud.

This opens up so much possibility, particular with big data and transparency. Done with the right applications, this data becomes actionable information available across the organisation to make informed decisions. This is where the procurement function can shine and deliver far in excess of questionable cost savings.

“For example, by allowing the transactional areas to be automated, Procurement professionals can now be targeted to strategic initiatives i.e. supplier risk mitigation and innovation. “Those organisations who have taken this step with utilising the latest technology have a clear competitive advantage and Procurement has a seat at the table rather than under it.”

We’ve done a lot of research on this and we believe the future of procurement is doubtless going to be shaped by data, but this means more than simply digitizing invoices. Gathering data from sources such as Aggregator, Northern Lights and SupplierIQ can allow you to build strong models when combined with your own data, but less obvious choices can have a huge impact on the efficacy of your overall forecasting too.

A good example of this is at IBM – they acquired The Weather company in order to make use of the massive amount of data they have and use it to inform clients about possible risks in the supply chain long before they become an actual issue. Utilising data in this fashion doesn’t mean replacing the whole procurement department with data scientists; at IBM they’re evolving their current procurement practitioners into consultants by making them more aware of data.

The future procurement consultant may well be a hybrid data scientist and procurement professional, and with few people in the industry with this specialism, they will be in high demand. The new generation of Chief Data Officers or Chief Digital Officers as some organisations are branding them are all about how they use the data, not just the digitising of it. Tools like Watson Analytics are going to be a big part of this and procurement needs to embrace them.

Of course procurement practitioners will still need relationship building and influencing skills as has been the case for many years, but something like AI can be hugely helpful by improving efficiency in areas like the development category management strategies. What is clear is that the procurement skill set is going to evolve further on the back of advancements in technology. There is an opportunity to use this to change the perception at board level and procurement leaders will need to decide on a strategy of how to achieve this. They will need to hire and/or train these new skills whilst maintaining a strong sense of the core skills like stakeholder engagement and strategic sourcing.

As mentioned earlier in this report, we are starting to see an increase in specialist roles dedicated to the use of data in procurement departments. It’s still a relatively rare skill set and one we would encourage ambitious procurement professionals to embrace with an eye on their professional development. We are working with The Data Science Foundation to promote procurement as an attractive career choice, particularly for their growing graduate membership. We expect our clients to benefit from this association in future as we seek out the best talent in the profession.

In case you missed it:
Future of Procurement Part 1 – Brexit
Future of Procurement Part 2 – Procurement CSR

And if you’d like to read the full Insider report you can download it here.

 

 

The Future of Procurement Part 2

Procurement CSR – can procurement be a force for good? 

Our team attended a very interesting presentation by Peter Smith from Spend Matters at eWorld in which he asked how procurement can be a force for good? Reflecting on his career  in the profession, Peter talked about various areas where procurement can influence decisions beyond cost savings that have a much broader impact on organisations. One of the opportunities he talked about for procurement to have real influence is in Corporate Social Responsibility (CSR) which is of course a vital area for many retailers and manufacturers.

Our Head of Research, Sharmina August, also attended a very informative presentation by Andy Davies of the London Universities Purchasing Consortium, in which he stressed that procurement and supply chain professionals really can have a positive influence on people’s lives if they take the opportunities that are open to them. We asked him for this thoughts for this report.

He told us: “Procurement and supply chain professionals have the opportunity to help millions of people who are trapped in conditions that threaten their human rights.“Technology allows for far greater transparency in supply chains than ever before, and ignorance of slavery is no longer a valid excuse. It’s not about cancelling contracts with suppliers who have poor employment practices, but working with them to manage the risks, improve conditions and lift workers out of slavery. Truly, procurement can and should be a force for good.”

The issue of child labour and modern slavery is actually much bigger than many of us realise. There are currently thought to be 21 million people in forced labour around the world right now. That’s double the number of people taken from Africa to be enslaved between 1698 and 1900. There are no official numbers for how many people are victims of modern slavery in the UK, but the National Crime Agency believes the number to be in the tens of thousands. The introduction of the Modern Slavery Act in 2015 resulted in all companies turning over £36M+ in the UK producing Modern Slavery Statements.

However it is fair to say that the extent of action in these statements varies significantly: at one end of the scale you have the likes of the John Lewis Group, spending thousands of pounds per product ensuring the supply chain is ethically sourced, and at the other you have the many companies who have a paragraph explaining that they’re asking their suppliers to make sure everything is above board.

Adidas is another organisation that has taken huge steps to eradicate forced labour from its supply chain by focusing on both its Tier One and Two suppliers. They been have consistently ranked as an industry leader by KnowTheChain, a valuable resource for companies and investors to understand and address forced labour risks within their global supply chains.

The role of procurement is no longer just about cost cutting, it is now about value in every sense of the word. Cynically, it can add greatly to a company’s image and manage its risk, but on a deeper level it can make a huge difference to the lives of some of the world’s most disadvantaged people. Peter Smith told us: “There are many ways procurement can contribute to these agendas – which of course can also benefit our own organisations as well as the wider world. Modern Slavery has rightly had a lot of focus recently – but whether it is issues of provenance in buying raw materials, the use of plastics, or global warming, what happens in our supply chains is critical and procurement can, therefore, have a real influence and be that force for good in many different ways.”

The future procurement practitioner will need to be able to combine their company’s procurement needs with their CSR requirements. Supply chain technology is making this an easier undertaking, and as there are few specialists in this area, it is definitely an area in which existing practitioners need to evolve to meet demand.

We asked Justin Sadler-Smith of SAP Ariba: “How can technology contribute to procurement being a force for good?” He told us: “Procurement can harness the power of sourcing and purchasing technology to ensure that when they do assess and select suppliers, they do so against clear CSR requirements.

For example, if they have access to a Supplier Network, this job is made easier both in terms of time and selection. “The more buying organisations that access the network with these requirements then create a huge surge in demand for compliant suppliers to provide transparency in their supply chains and ensure they are taking adequate steps to stop slavery, child labour, exploitation etc.“This then really shows the value Procurement can deliver… not only mitigating risk in your business, but also positively impacting the world.”

Another example of where procurement and supply chain technology can have a positive impact is the environment. Christophe Hinfray, Vice President at TK Blue Agency, which helps companies measure and reduce their environmental footprint while reducing their cost, told us: “Recent progress in Big Data and real time device tracking systems allow Supply Chain Managers to better track the situation worldwide, pilot complex activities and optimise performance as never before. Cost reduction is only one of the benefits, together with improved customer service and, last but not least, reduced pollution and CO2 emissions.”

Of course, senior roles in CSR exist in a lot of big organisations but we don’t see many examples of procurement departments employing specialists in this field. Is it time for more investment in this area?

In case you missed it, Part 1 of our Future of Procurement series of articles took a look at Brexit and in Part 3 we’ll review Technology and the Procurement Skill Set.

And if you’d like to read the full Insider report you can download it here.

Movers and Shakers

blog-pic-movers-and-shakers

Leadership change at SAP Ariba EMEA

The big news in the sector so far this year is that Paul Devlin, EMEA General Manager of SAP Ariba left the business just before Easter. Devlin was a highly respected leader with a strong sales background and great passion for working closely with his customers. He was a key part of the growth of Ariba in Europe since the SAP acquisition and will be a significant loss to the business.

His move to Edenhouse keeps him firmly in the SAP Ecosystem and it will be interesting to see if they enter the Ariba market under his influence to supplement their strengths in SAP and specifically Success Factors.

However, the business has moved to restructure the sales function under new global leader Pat McCarthy who is highly regarded, particularly in the US. McCarthy reports into the President Barry Padgett who took over after Alex Atberger’s move to SAP Hybris at the end of 2017.

The excellent commercial team assembled by Devlin is part of his legacy to the business, and in former Emptoris stalwart Justin Sadler-Smith, the business has a very experienced leader in the UK. His background will make him the ideal person to leverage the huge potential of their partnership with IBM on cognitive procurement.

Justin’s boss Dean Pathak continues to lead Northern Europe with Patrick Hyati leading the southern half of the continent. Both have impressive teams including a newly appointed Sales Director in France.

In terms of consulting, implementation and customer success, there has been some senior level restructuring rewarding a number of high performers with bigger roles.

In summary, SAP Ariba looks as well set to attract and retain both enterprise and midmarket customers as ever despite the departure of Devlin.

Shares rise as Coupa hits profitability

There’s also a positive outlook at Coupa where they have reported a first quarterly profit and a healthy share price which is bucking trends in US markets weighed down by a potential trade war.

Diginomica reported that “Coupa announced a strong end to their fiscal 2018 as the spend management firm turned in its first non-GAAP quarterly profit of $884,000, on revenues up 41% year-on-year to $53.8 million. Subscription revenues were 46.6 million, up38% year-over-year and comprised 87% of total revenue.”

CEO Rob Bernshteyn commented: “From a financial perspective, just three short years ago, over 75% of our new subscription revenues came from our core procurement applications. But today, that figure is less than 50%, with more and more coming from expense management, invoice management, supplier information management, and a host of other key offerings.”

Coupa lost an established, well respected European leader in Alex Kleiner last year. Their European Marketing Director Carina Hoogeveen also left, following Alex to Apptus. Both have since left Apptus with Carina joining Icertis, the cloud based contract management business who have been hiring aggressively in the UK in past six months.

In our last report we covered the news that long time European GM Gerard Dahan had left Ivalua to join Determine last September. Ivalua moved to replace him with Franck Lehereux joining from JDA Software early in 2018.

Acquisitions & Mergers

There have also been significant changes in ownership in the sector, most notably Jaggaer’s acquisition of BravoSolution and what was effectively a reverse takeover of Perfect Commerce by Proactis.

It’s still relatively early days for both newly formed organisations. There were a number of departures at BravoSolution in the US shortly after the deal was announced but the European businesses are largely untouched so far in terms of headcount. Given Jaggaer’s relatively small presence in Europe prior to the deal, this seems sensible.

It will be interesting to observe if there is any further restructuring, redundancies or senior hires, and of course how they intend to align the various technology offerings now available in both
newly merged companies.

More recently Advanced Solutions acquired Science Warehouse for £16m as part of their ambitions to grow its portfolio of cloud based solutions. Science Warehouse has an established client base which is at its strongest in the UK public sector including the NHS and various Universities.

This article was originally published as part of our Spring 2018 Procurement and Spend Management Insider Report. To read the full report click here.

The Future of Procurement Part 1

This article is an excerpt from our Spring 2018 edition of The Procurement & Spend Management Insider.

At the recent eWorld event a number of the presentations attended by our team made reference to the issue of the procurement profession fighting to move on from the savings dominated agenda to make a meaningful contribution in the other areas that procurement leaders covet. This has long been a discussion topic at many procurement events. Regular readers of this report will know that Edbury Daley is passionate about working with clients who are committed to recruitment best practice. Our clearly stated philosophy is: We recruit for companies that need the best talent in procurement technology and spend management, companies that take their recruitment seriously and invest in finding the right people.

However, if we look at our own experience of when procurement departments formally drive the selection process for recruitment suppliers, a high percentage of tender processes are still completely tactical in their orientation. We believe many were poorly thought out and were clearly savings focused to the exclusion of any real opportunity to add value. There is a lot of talk about talent attraction as a priority in all the CPO surveys from the leading consultancies, but the reality is often different. This contrasts with our positive experience of working with technology companies offering procurement solutions.

Vendor management is also typically poor. Recruitment processes are often lacking agility and are rarely designed around talent attraction. The golden rules defined from our research are consistently broken by many major organisations. The reality is that it’s all about the savings for most companies. So in this section we consider three of the opportunities that exist for procurement to prove its value beyond cost savings and the skills required to do it.

They are:
1. Brexit
2. Procurement CSR
3. Technology & The Procurement Skill Set

BREXIT

At the recent eWorld event Andrew Daley chaired a discussion workshop entitled “Preparing for Brexit – Changing demands, skills and supply chains.” The session was fully subscribed with delegates from a wide variety of sectors. We expected a lively discussion about Brexit contingency planning across the audience. What we actually found was that most delegates worked for organisations who had done little or no planning, and were attending to find out what everyone else was doing. Their reasoning was perhaps best summarised by this: “We are taking our lead from politicians so we’re not sure what to plan for. We are likely to get a transition period, so we’ll deal with it then.” Thankfully there were some interesting contributions from those that have engaged in some meaningful contingency planning.

Labour mobility was the area that had received the most attention so far in this particular audience. One delegate from the biotechnology sector mentioned that 70% of his organisation’s labour are EU nationals. They are understandably concerned about this. His organisation is exploring what that will mean for their ability to manufacture and distribute post-Brexit. He also talked about EU funding post 2020 – that’s their other big concern as well as losing top scientific talent to EU member states. But not that there’s much the procurement and supply chain can do about that.

Another delegate from the FMCG sector made reference to a high percentage of semi-skilled EU labour in their operations being a major concern for them. A delegate from a major financial services company talked about them working to engage EU employees to promote greater loyalty in key parts of their customer services operation. The most comprehensive planning had been done by the aforementioned FMCG company and we were fortunate to have their procurement leader in the audience. He offered the following insights into their planning.

They had analysed the various different potential post-Brexit scenarios, weighing and ranking the options in terms of the likelihood. The options ranged from a U-turn seeing the UK stay in the EU, through to a hard, no deal Brexit where we crash out onto WTO regulations. They have ranked a free trade agreement after a transition period as the most likely option giving it a 50% likelihood. Their worst case scenario was a diamond hard Brexit which they ranked at 10% likelihood. It is that particular potential outcome that has been driving much of their contingency planning. Interestingly the procurement leader in question has been attending a number of supply chain conferences to research and assess the approach by companies facing similar challenges. He concluded that those with goods coming in from the EU to be sold in the UK are doing the most planning. One notable FMCG company supply chain leader had confided in him that their planning for a hard Brexit included moving their operations out of the UK. A common view from others went something like “it’s not a problem, we’ll just hold more stock,” but it was pointed out that if you haven’t done any planning how are you going to find that situation in 2019/20. The problem with waiting for the transition period is that you’ll be at the back of the queue for things like extra storage space and it will undoubtedly cost more given rising demand.

This is an opinion backed by commentary in recent articles in the CIPS magazine Supply Management which focuses on the likelihood of suppliers raising prices in response to the crippling cost of Brexit. One survey said that 32% of firms have already increased prices whilst another survey shows that 41% of respondents plan to increase their prices “to offset the potential costs of Brexit.” In another article entitled Analysis and preparation key to tackling Brexit Supply Management observes that Mark Chadwick, director of business services for consultants Fusion 21 said: “Although uncertainty caused by Brexit had made it harder for teams to control costs, early stage analysis would help businesses prepare for any circumstances.” He is quoted as saying: “Putting a lot of effort now into understanding the wider environment your suppliers are working in and what’s affecting them and what pressures they are facing will best prepare you for what you might be asked in the future.” “We found that if you don’t do that analysis and preparation you’re often going to find that you’re on the back foot and that you’re really starting to react to situations as they emerge rather than being proactive and trying to manage those situations.”

There is a different view of course. At eWorld Andrew Daley asked one experienced procurement practitioner in the audience, who has an established consulting business, what his clients were doing to prepare. He offered the view that many aren’t sure what they are planning for so why devote resources to it? For some, they view the transition period as an opportunity to make the necessary changes and many view the whole scenario as “Y2K again” as he put it. It was fascinating to hear the views of people working for companies taking a view at either end of the spectrum on this subject and it’s something we’ll continue to monitor through conversations across our network and by attending industry events. Our view is that Brexit offers a unique, once in a generation change which is likely to have huge impacts on international supply chains. It, therefore, offers both procurement and supply chain professionals an opportunity to have real influence in areas that go beyond savings. Why not take that opportunity to move procurement and supply chain up the boardroom agenda? We also asked the audience at eWorld if procurement professionals need to develop any new skills to deal with these changes, but we struggled to generate any meaningful contributions on the subject. We have been asking ourselves at what point in time will we start to see roles that focus on Brexit contingency planning.

If or when it does happen what skills will they require? The approach of our FMCG leader mentioned above is perhaps the most interesting example so far that of modelling the various scenarios, allocating resources accordingly and then researching and preparing to act. It should also be noted that this particular leader is attending as many professional events as he can to learn as much as possible from his peers and then passing this learning onto his team.

Is it time to get yourself to the next procurement or supply chain professional conference?

In Part 2 of our Future of Procurement series of articles we’ll review Procurement CSR and whether procurement can be a force for good. And if you’d like to read the full Insider report you can download it here.

 

48 hours at the World Procurement Congress: what did it mean to me?

Blog Pic Procurement Leaders

My objective was twofold. Firstly, it was an investment in my education on our customers’ priorities. I was looking for a window into their world. What are the hot topics for CPOs and what are the solution providers doing to address those objectives? What does innovation look like in day-to-day terms, minus the acronyms and buzzwords?

Secondly, it was about extending our already mature network of procurement leaders. This is the foundation of our business and requires constant energy to keep our competitive advantage.

For those who haven’t attended the World Procurement Congress before the event is slick with a very high level of attention to detail. The delegate list is very strong in terms of seniority with around three quarters being ‘head of’.

Everything is geared around breaking the ice in the networking areas from a meet and greet app function to careful positioning of exhibitors stands to optimise opportunities to start a conversation.

From my observation it works. Between presentations there was a constant buzz of chatter with very few delegates hiding away on their phones. The meet and greet app is a great idea that just needs to gain traction through familiarity. Most people were happy just to go old school and offer a handshake and smile to start a conversation.

From the many headline presentations, panel discussions and roundtables I attended a clear theme emerged; how can procurement create value for their companies beyond savings and how can technology support that objective?

Examples of this included improving supplier relationships to encourage innovation, use of technology to increase supply chain visibility to address reputation of suppliers or using working capital solutions to improve the supplier’s financial health.

Times are changing quickly and even the trailblazers in change are still on unfinished journeys. They have great successes in innovation to report but know there is so much more to do.

I suspect that for many delegates in attendance their transformation has only just begun. The World Procurement Congress was a fantastic melting pot for the exchange of ideas, experiences and visions of what procurement could look like in the future.

Edbury Daley launches new Spend Management website

Blog - New Spend Management website

Edbury Daley is considered by many to be the leading specialist recruiter in the Spend Management sector. We have a long established presence in the UK market along with significant experience of recruiting on behalf of our clients across Europe, the US and Asia.

Our new website is designed to offer everything you need to know about the sector, whether it be as a hiring manager or with the emphasis on your own future career options.

We cover the latest industry news and jobs along with helpful advice on recruiting and looking for new career opportunities.

You can take a look at the new site here.

Recent successes in procurement technology

Blog - Recent successes in procurement technology

Edbury Daley is Europe’s leading specialist recruiter in procurement technology. If your business offers or uses spend management software anywhere in Europe we can help you.

We help our clients hire quality people to achieve their objectives faster.  We know the market intimately and understand the value of experience in this sector.

Some of the recent appointments we’ve made are listed below.  If you need to make similar hires then it’s time to talk to us.

The UK

Global Customer Engagement Executive – procurement technology best practice

Value Engineering Director – procurement technology-led transformation projects

UK Sales Director – market leading procurement solutions provider

Senior Pre-Sales Consultant – mid-tier spend management solutions provider

Customer Success Manager – supplier information management

Corporate Appointments

Procurement Data Lead

Head of P2P Transformation

Interim Program Manager – P2P transformation

Interim Spend Analysis Consultant

Europe

Value Engineering Directors – Spain, Italy, France & Netherlands

Country Sales Directors – Spain & France

Implementation Consultant – France

Other Regions

Senior Project Manager – South Africa

Value Engineering Director – Emirates

Current Work In Progress

European Business Development Director – procurement tech

Head of UK Sales – niche spend management platform

Implementation Project Manager – contract management solution

Sales Director France – procurement technology

Account Executive France – P2P solutions

Account Executive Nordics – spend management solutions

Value Realisation Director – procurement tech

Customer Engagement Manager – procurement solutions

Coupa & Ariba Transformation Consultants – leading consultancy

If you would like to understand more about how we make these appointments please contact Andrew Daley via andrew@edburydaley.com or Peter Brophy via peter@edburydaley.com

Andrew can also be contacted on +44 (0)7711 715258