SVP Service Procurement Advisory

The contents of this role profile outline the role and responsibilities of the SVP, Services Procurement Advisory and should be reviewed in conjunction with the Delegation of Authority, Organization Design Principles, RACI, Virtuoso Framework, and Leadership attributes.

Reporting to the Chief Growth Officer, the SVP, Services Procurement Advisory is responsible for establishing and scaling a high-impact advisory practice focused on services procurement, supply chain optimization, and workforce-related spend transformation with enterprise and mid-market-level organizations. This role will drive enterprise consulting revenue, thought leadership, and strategic client engagement, positioning the organization as a trusted advisor to CPOs, CFOs, CHROs, and CIOs navigating complex procurement and workforce transformation initiatives.

Key Consulting Offerings:

Ideal candidate will have worked in an advisory environment serving enterprise through mid-market organizations, providing the following services:

• Services Procurement Strategy & Transformation (MSP, SOW, and total services spend)

• Strategic Sourcing & Supplier Optimization (rationalization, segmentation, and consolidation)

• Procure-to-Pay (P2P) and Operating Model Design

• Global Procurement Centralization & Governance Models

• Supplier Risk, Compliance & Responsible Buying Advisory

• Workforce & Services Spend Integration (Total Talent / Total Workforce strategies)

• Procurement Technology Performance (Zip, Coupa, Zivio, VMS, and related products)

Core Responsibilities: -

Sales & Business Development

Ideal candidate will have previous experience performing the following:

• Owning and exceeding global revenue targets for Services Procurement Advisory, driving growth across enterprise accounts and priority markets.

• Developing and executing go-to-market strategies focused on procurement transformation, advisory-led MSP/SOW expansion, and consulting-led solution selling.

• Building and maintaining C-level client relationships (CPO, CFO, CHRO, CIO), establishing trusted advisor status and shaping large-scale transformation agendas.

• Identifying cross-sell opportunities across MSP, SOW, consulting, and digital solutions—linking advisory insights to long-term managed services engagements.

• Driving large, complex deal origination and closure, including sourcing transformation, procurement outsourcing, and workforce-services integration programs.

Practice Leadership

• Define the global vision, strategy, and operating model for Services Procurement Advisory, aligned to enterprise growth priorities.

• Build and lead a high-performing, global advisory team of procurement SMEs, consultants, and industry experts.

• Establish best-in-class consulting methodologies, frameworks, and delivery models for services procurement transformation.

• Ensure delivery excellence across engagements, including governance, KPIs, value realization tracking, and client satisfaction.

• Drive large-scale transformation initiatives including global sourcing centralization, supplier rationalization, and procurement operating model redesign.

Thought Leadership & Market Positioning

• Position the firm as a market leader in services procurement and supply chain advisory, particularly at the intersection of workforce and services spend.

• Represent the practice at industry forums, executive roundtables, and conferences, enhancing market credibility.

• Develop POVs, whitepapers, and executive content on:

• Future of services procurement

• AI and automation in sourcing

• Total workforce and spend orchestration

• Supplier ecosystem optimization

• Act as a senior strategic advisor enterprise and mid-market clients, guiding procurement transformation and operating model decisions.

Financial & Operational Management

• Manage P&L for the consulting practice. Ensure financial health and profitability. Optimize resource allocation and scalability.

• Forecast revenue, monitor performance, and ensure profitability. Maintain accurate financial projections and performance metrics. Use forecasting models, dashboards, and regular reviews to adjust strategies proactively.

• Implement scalable processes and methodologies for consistent delivery. Standardize operations for efficiency and quality. Develop SOPs, leverage technology platforms, and train teams on best practices.

Key Skills & Experience:

• Proven track record in a professional services or management consulting firm, with demonstrated success engaging C-suite and senior executives across large enterprise and mid-market organizations; U.S.-based experience required.

• Proven methodology for assessing and diagnosing services procurement functions using data analytics, translating findings into clear recommendations and solutions—including the transition of functions to third-party partners.

• Deep understanding of services procurement (SOW, MSP, indirect spend), strategic sourcing and supplier management; and procurement operating models and P2P transformation.

• Combination of advisory and solutioning experience, business development responsibilities with accountability for sales practice growth, and prior services procurement/SOW and spend management responsibilities held within a corporate function.

• Strong commercial acumen with experience managing P&L.

• Ability to engage and influence senior stakeholders (C-suite level).

• Expertise in workforce analytics, talent strategy, and EVP development, with workforce solutions experience that provides insight into how organizations are evolving their broader extended workforce and professional services utilization.

• Leadership experience in building and scaling consulting teams.

Qualifications:

• Degree in Business, Supply Chain, or related field.

• Professional certifications in Procurement or Supply Chain (CPSM, CSCP, or equivalent) (desirable).

This role profile sets out the purpose and main elements of the role. It is a guide to the nature and main duties as they currently exist but is not intended as a wholly comprehensive or permanent schedule and is not a contractual document. This document may be amended to meet the changing needs of the business.