Head of Procurement

Overview

Indurent is seeking a commercially minded and progressive Head of Procurement to lead and embed the next stage of its procurement operating model.

The role will lead a hub-and-spoke procurement model, combining a lean central procurement capability with strong ownership across business functions. Procurement will focus its expertise where it creates the greatest value: strategic sourcing, major commercial decisions, supplier performance, risk management and complex negotiations. More transactional and lower-risk procurement activity will increasingly be managed directly by business users through guided self-service, supported by clear policies, processes, technology, preferred suppliers and appropriate controls.

This is not a traditional centralised procurement role. The Head of Procurement will own Indurent's procurement strategy, operating model and commercial approach to third-party spend, partnering with senior stakeholders to identify opportunities, challenge demand, optimise cost, manage commercial risk and secure maximum value from supplier relationships. The role will build a procurement capability that enables the organisation to move faster, spend effectively and make better commercial decisions while maintaining appropriate governance and control.Procurement strategy and leadership

• Own and deliver Indurent's procurement strategy, ensuring alignment with the organisation's commercial and strategic priorities.
• Partner with FP&A to improve visibility, forecasting and planning of third-party spend
• Own the governance, validation and tracking of procurement savings and benefits realisation
• Lead and continuously develop the hub-and-spoke procurement operating model, maintaining a lean central team and leveraging AI, automation and digital tools to improve efficiency, accuracy and scalability.
• Provide dotted-line leadership, coordination and support to the procurement navigators across business functions, ensuring the spokes are effectively managed and the hub-and-spoke model is embedded consistently.
• Establish Procurement as a strategic commercial partner to the business rather than primarily a transactional purchasing function.
• Develop annual and multi-year procurement plans based on spend, business priorities, supplier risk and commercial opportunity.
• Provide senior leadership with clear visibility of procurement performance, opportunities, risks and priorities.
• Champion a culture of commercial ownership and cost consciousness across the organisation.

Strategic sourcing and commercial value

• Lead strategically important, high-value, high-risk and complex procurement activity.
• Identify and deliver sustainable savings, cost avoidance and broader commercial value from third-party spend, across categories ranging from building works to professional services.
• Partner with stakeholders to challenge demand, specifications, consumption and existing commercial arrangements.
• Lead major supplier negotiations and support the business in developing effective commercial strategies.
• Develop category and sourcing strategies for priority areas of spend.
• Ensure procurement decisions consider total cost, commercial risk, service quality, operational requirements and long-term value rather than price alone.
• Maintain a clear pipeline of procurement and value-creation opportunities.

Business partnering:

• Build strong relationships with functional and departmental leaders, acting as a trusted commercial adviser.
• Maintain clear roles and responsibilities between Procurement and business functions.
• Enable departments to take greater ownership of appropriate procurement activity while providing specialist Procurement support where it adds value.
• Develop commercial capability across the organisation so stakeholders can confidently manage lower-risk procurement activity.
• Provide appropriate challenge to business requirements while maintaining a pragmatic and service-oriented approach.

Self-service procurement

• Lead the transition of appropriate transactional and lower-value procurement activities to guided self-service.
• Ensure self-service processes maintain appropriate financial, legal, risk and procurement controls without creating unnecessary bureaucracy.
• Use technology and automation to reduce manual procurement activity and improve the user experience.
• Monitor self-service adoption and continuously simplify processes based on business feedback and data.

Procurement technology and process

• Own the procurement requirements and business adoption of Indurent's procurement technology and source-to-pay ecosystem.
• Drive automation, workflow and data improvements across sourcing, purchasing, approvals, contracting and supplier management.
• Improve visibility of third-party spend and use data to identify opportunities and support decision-making.

Supplier and contract management

• Develop a structured approach to supplier relationship and performance management, with the greatest focus applied to strategically important suppliers.
• Support strategic supplier reviews and executive-level supplier relationships.
• Work with business owners to improve accountability for ongoing contract and supplier management.
• Identify opportunities for supplier consolidation, commercial leverage, innovation and improved service.

Governance, risk and compliance

• Own and continuously improve Indurent's procurement policy and governance framework.
• Ensure appropriate due diligence and risk assessment is undertaken for third parties.
• Partner effectively with Finance, Legal, Technology and Sustainability.
• Maintain appropriate visibility and control of procurement activity without unnecessarily slowing the business.

Performance and value management

• Maintain the existing procurement performance framework covering tangible financial savings, the procurement pipeline and delivered value, supplier performance, contract coverage and renewal visibility, self-service adoption, compliance with preferred buying channels, and clear adoption KPIs to track and reinforce the embedding of the hub-and-spoke operating model.

Measures of success

• Delivery of measurable and sustainable procurement savings and commercial value.
• Increased Procurement influence over strategically important third-party spend.
• Successful adoption of the hub-and-spoke operating model, including increased self-service usage.
• Improved visibility and management of third-party spend.
• Stronger management of strategic suppliers and contracts.
• Improved procurement technology adoption and process efficiency.
• Effective commercial governance and clear reporting to senior leadership.

• We are looking for a dynamic procurement leader who combines strong commercial capability with the ability to run a modern, pragmatic procurement function. The successful candidate is likely to demonstrate:
• Significant procurement and commercial leadership experience within a complex organisation.
• Experience within a consulting and/or private equity environment.
• Experience leading or developing a decentralised, federated or hub-and-spoke procurement model.
• Strong strategic sourcing and negotiation capability across a broad range of indirect and corporate spend categories.
• Demonstrable experience delivering measurable cost reduction and commercial value.
• Experience implementing or improving procurement technology, source-to-pay processes and digital buying channels.
• An understanding of how AI, automation and self-service can simplify procurement, improve efficiency and accuracy, and enhance decision-making while maintaining appropriate control.
• Strong supplier management and commercial governance experience.
• Excellent stakeholder management skills, including credibility with senior executives and functional leaders.
• Strong financial and commercial acumen.