Suggested questions

1You often argue that procurement should be seen as a strategic function rather than an administrative one—what was the moment in your career that crystallised that view for you?

2When you look at the most advanced procurement organisations today, what are they doing differently with data and AI that others are not?

3Can you walk us through a real example where a “spend digital twin” changed the negotiation power or decision-making for a client?

4Energy markets, tariffs, and geopolitics have become daily headlines—how are industrial clients rethinking their procurement and energy strategies in response?

5In your work on Reimagining Procurement, what surprised you most about how quickly (or slowly) organisations are changing their procurement operating models?

6You talk about “procurement 2030” a lot—if a CPO listens to this and feels behind, what are the first two or three practical moves they should make in the next 12 months?

7How do you see generative AI reshaping supplier negotiations, and where do you draw the line between algorithmic support and human judgment?

8For leaders in energy-intensive sectors, what are the most common mistakes you see when they try to link decarbonization goals with procurement decisions?

9You started your career on the purchasing side at GM—how does that industrial background still influence how you advise clients today?

10You’re passionate about developing the next generation of procurement professionals—what capabilities will define a great procurement leader in the 2030s?