The 10 Most Iconic Leaders in Procurement to Watch, 2023 (1).pdf

VOL-04 | ISSUE-06 | 2023
Larry
Phelan
The Deﬁnitive Procurement Powerhouse
2023
to Watch
Procurement
The
Most
ICONIC
Leaders in
Larry Phelan
Chief Supply
Chain Oﬃcer
EY Global
Services
Limited
Leadership Traits
Comprehending the
Attributes of
Transformational Leadership
Novel Perspective
5 Essential Elements for
Organizational Growth

Leadership
Pos ion
is a choice, not A

Global Trade
and Tariffs
Navigating
Global Trade
and Tariffs
Navigating

Hire
character.
Trainskill.
Abhishek Joshi
AbhishekJoshi
Effective leaders in procurement are strategic
thinkers with strong analytical skills, relationship-
building abilities, risk management expertise,
innovation, adaptability, and ethical behavior. Procurement
leaders must have a deep understanding of their
organization's strategic goals and be able to align
procurement activities with those goals. They should be
able to anticipate future needs and trends in the market and
develop strategies to meet them.
These leaders must be able to analyze complex data sets
and use insights to make informed decisions. They should
have strong quantitative and qualitative analysis skills and
be able to use data to drive performance improvements.
Procurement leaders build strong relationships with
stakeholders both internally and externally. They are able to
communicate effectively, negotiate well, and build trust
with suppliers, customers, and other stakeholders.
Procurement leaders are able to identify and manage risks
effectively. They have a deep understanding of the risks
inherent in procurement activities and are able to develop
strategies to mitigate them.
They are innovative and open to new ideas. They identify
opportunities for process improvements, cost savings, and
new technologies to drive efficiency and effectiveness. They
are adaptable and able to navigate changing market
conditions, regulations, and customer demands. They pivot
quickly and adjust their strategies as needed to ensure
success.
They behave ethically and exhibit integrity at all times.
They deeply understand ethical procurement practices and
can ensure that their team adheres to those practices. Ethical
behavior builds a positive reputation for individuals and
organizations in the eyes of their stakeholders, including
customers, suppliers, and employees.
It helps to build trust and credibility and can enhance the
brand value. It helps to identify and mitigate risks
associated with procurement activities. These factors
develop a positive work environment for employees by
promoting fairness, transparency, and accountability,
leading to higher levels of employee satisfaction,
engagement, and retention.
Exploring the facets that are driving transformations and
enabling reliability in the procurement niche, Insights
Success spotlights “The 10 Most Iconic Leaders in
Procurement to Watch, 2023.” Flip through the pages of
the edition and indulge in the fundamentals that contribute
to driving perpetual betterments in the niche.
Have a Delightful Read!
E

08 Larry
Phelan
C
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Contents
Helen Mackenzie
An Odyssey of Excellence
16
Kathy Golding
Exhibiting Sheer Excellence
20
Sebastian Chua
A Resolute Leader of Procurement Niche
28
Thiago Braga
Combining the Aspects of Coherency with Excellence
36
A r t i c a l
Novel Perspective
5 Essential Elements for
Organizational Growth
32
Leadership Traits
Comprehending the Attributes of
Transformational Leadership
24
16
36
20
28

sales@insightssuccess.com
April, 2023
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Abhishek Joshi
Ankita Pandharpure
Jenny Fernandes Anish Miller

Brief
Company Name
Gordon believes that procurement can positively influence not
just organizational performance but also begin to change the
world through purpose-driven spending.
Featured Person
SAP
sap.com
Gordon Donovan
Market Research
Director - Procurement
& Supply
Helen helps the community access the insight and resources
they need so that procurement can make a positive impact on
the world.
Art of Procurement
artofprocurement.com
Helen Mackenzie
Head of Community
Outreach
Kathy Golding has proven herself with her leadership with
solid strategic planning and decision-making abilities to build
and maintain effective relationships with suppliers and key
stakeholders.
EY
EY.com
Kathy Golding
Procurement & Supplier
Ecosystem Services
Leader
Larry connects EY people to leading services and suppliers,
and inspires his team by driving operational excellence to help
influence the world's supply chain and differentiate EY in the
market.
EY
EY.com
Larry Phelan
Global Chief Supply
Chain Officer
Martha Buffington is the Chief Procurement Officer of a
company producing health, nutrition, and sustainable living
products to enhance the lives of people and the sustainability of
the planet.
SC Johnson
scjohnson.com
Martha S. Buffington
Chief Procurement
Officer
Sebastian is an adept leader who has led a team of procurement
and contract management officers in the nation’s fight against
the Covid-19 pandemic.
Health Promotion Board
hpb.gov.sg
Sebastian Chua
Head of Procurement
Sheri's purpose is to make a meaningful impact on the clients,
colleagues, partners, and communities he serves.
IBM
ibm.com
Sheri R. Hinish
Consulting Global Leader
for Sustainability Services,
Alliances and Strategy
Susan leads a dedicated team working to define a strategy to
transition customers to newer products and pull costs out of the
copper-based infrastructure.
AT&T
att.com
Susan Johnson
Executive VP - Global
Connections & Supply
ChainPhilanthropy and
Community
Terence is spearheading new Procurement Advisory Services
(in partnership with an International Brand) under Geodis
Supply Chain Optimization.
GEODIS
geodis.com
Terence Lee
Chief Procurement
Officer
Thiago is an accomplished and energetic professional with a
proven ability to maximize sales, Build and manage B2B
relationships, provide excellent customer service, and outshine
the competition across multiple industries.
Alberta Health Services
albertahealthservices.ca
Thiago Braga
SPO
to Watch

Larry
Phelan
The EY focus on "no change, no
future" has enabled SCS to
transform and continually
reinvent the supply chain for EY
teams.

C
o
v
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S
t
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Larry Phelan
Chief Supply
Chain Oﬃcer
EY Global
Services Limited

he past couple of years have challenged the ways
Thow supply chains operate. Networks have been
disrupted, with growth and profitability at stake.
Today's supply chain leaders must be agile, willing to
embrace change and show an ability to reimagine the
existing networks to adapt to the supply challenges of
tomorrow. Larry Phelan, Chief Supply Chain Officer at
EY Global Services Limited, is a leader who has risen to
the challenges of the current economic and geopolitical
environment by adopting a truly global mindset.
Starting as a procurement officer, Larry rose to become the
leader of Supply Chain Services (SCS) at the global EY
organization, even winning the 15th position in BizClik
Media Group's Top 100 Supply Chain Leaders in 2021! He
was granted this award for his remarkable work as an
innovator of more resilient, sustainable, and diverse supply
chains.
He also brought about transformational change at the global
EY organization by prioritizing an inclusive culture,
strengthening the connective tissue of its supplier
ecosystem, and elevating procurement as a strategic
opportunity to drive both financial and social value.
Larry is an authentic, inclusive, and inspirational business
leader whose keen support for diverse and inclusive teams
and suppliers was noted with the WBENC platinum-level
award for supporting women-owned businesses.
The instigator of innovation has been nominated for the
World Procurement Awards' CPO of the Year Award in
2016, 2017, and, most recently, in March 2022. When Larry
is not busy trying to innovate and transform the world's
supply chain, he can be found traveling, going to the
theatre, enjoying golfing with family, or supporting the
local not-for-profit programs.
Insights caught up with Larry Phelan on his journey to
becoming an iconic business leader at the global EY
organization, bringing change to the supply chain industry
and his future plans.
Below are the highlights of the interview:
Larry, please describe the highlights of your career.
What challenging moments stand out most to you?
My journey as a business leader followed a similar path as
others, proactively accumulating experiences and building a
network of leaders who saw promise in me, allowing me to
develop. From 1985-90, I worked for three different
financial services companies and began to build my
foundational process, finance, technology, and leadership
skills.
From 1990-95, I worked as a financial systems consultant
for Price Waterhouse (PW). From 1995-98, I served as the
Deputy CIO of PW and Price Waterhouse Coopers (PwC)
as a senior partner; they saw something in me, a bit of a
diamond in the rough, untapped potential, and extended the
role to me.
From 1998-99, I took my process, consulting, and
technology experiences and transferred to the PwC
Transaction Advisory Services business. I joined the EY
organization in 1999 as the EY Americas Operation and
Technology Due Diligence Leader, supporting private
equity and corporate investors, and was in that role until
2008. In 2008, I was asked to focus on building better
Our Real Estate Services team
continuously innovates to connect
people, space, services, and
technology, enhancing the workplace
experience, gaining operational
efficiencies, improving wellness,
supporting commitment to
sustainability, fostering collaboration,
and increasing our people's overall
contribution to
the global EY organization.

linkages between finance and technology as well as lead a
small team managing procurement contracts.
In 2009, I was asked to assess and consolidate all EY teams'
global spending in all categories. Now, after a dozen years
of focusing on category and sub-category goods and
services, how supplier relationships can advance top-line
revenue growth, and direct and indirect spend management,
I am proud to say the EY organization has a broad yet
integrated SCS organization, from contract sourcing to
supplier management to payment.
My challenges required self-awareness and self-reflection. I
had to embrace a global mindset, learn to balance my usual
hard-charging approach with empathy and patience, master
the ability to instigate and drive change, work around the
blockers, convince the naysayers, and find ways to "get the
job done" when recipients have no interest in change.
Describe for our readers the services that the EY
organization offers. What is the mission and vision it is
striving towards?
As a global leader in Assurance, Consulting, Strategy,
Transactions, and Tax, the EY organization is using the
finance products, expertise, and systems it developed to
build a better working world throughout the Americas,
EMEIA, and Asia-Pacific areas.
That starts with a culture that believes in providing the
training, opportunities, and creative freedom to make things
better. As EY Chief Supply Chain Officer, I support the EY
mission and vision by influencing US$10b of Real Estate,
Travel, Meetings and Events (TME), Technology, Talent,
and Brand, Marketing & Communications spend across all
EY markets and regions, which includes 154 countries and
over 750 locations.
Please enlighten us about the impact that your work has
left on the procurement industry.
The EY focus on "no change, no future" has enabled
SCS to transform and continually reinvent the supply
The 10 Most Iconic Leaders in Procurement to Watch, 2023

chain for EY teams. The components of SCS at the
global EY organization are diverse and complex.
Knowing how to leverage technology and innovate is
paramount. We are constantly looking at how suppliers
can advance the SCS agenda and bring improvements
based on their experiences working with other
organizations.
What are the values and principles that guide EY SCS?
How do you ensure a good working environment at your
organization?
First and foremost, since the industry and the SCS function
are recognized for delivering savings, the SCS function at
the global EY organization is laser-focused on providing
quantitative value (QV) in terms of savings and cost
avoidance and the value return EY teams have come to
expect from the SCS function (cost of SCS compared to QV
delivered). However, more relevant in today's volatile
economic and geopolitical environment, a second SCS
focus is on going beyond its core responsibilities and
providing non-monetary benefits, which we refer to as
Brand Value (BV), such as supporting top-line revenue
growth, improving EY people experiences, business process
improvement, supplier innovation, risk mitigation, and
increasingly diverse and sustainable supplier engagement,
to name just a few. Third, transformation and innovation are
the SCS DNA and influence what the team does themselves
and what they do working with our suppliers.
The bottom line, the work culture is one of learning fast
from failure and looking to innovate. It's all about the long
game, which means the decisions taken are for today and
tomorrow. And, if I may add, one very important part of the
SCS culture is to be mindful of your well-being and have
fun!
How are you leveraging modern technological
advancements to enhance the solutions that you are
offering to your clients?
We in SCS demand that our suppliers bring technological
advances to the global EY organization so we can devise
functional solutions. Internally, we leverage core ERP, AI,
and specialty software solutions to get an enhanced level of
experience to EY business stakeholders.
Our Real Estate Services team continuously innovates to
connect people, space, services, and technology, enhancing
the workplace experience, gaining operational efficiencies,
improving wellness, supporting commitment to
sustainability, fostering collaboration, and increasing our
people's overall contribution to the global EY organization.
They have deployed digital building technologies in 200+
locations across 15 countries. These technologies include a
workplace experience app, digital twin, indoor positioning
systems, indoor air quality (IAQ) sensors, environmental

sensors, and related smart technologies to provide our
people with an interactive, intuitive, and frictionless
workplace.
Travel, Meetings, and Events Services (TME) advances
their industry with technologies that support better traveler
experiences, such as the blockchain travel booking process,
which reduces the friction of booking and increases travel
options offered. TME assists with industry staffing
challenges by operating an internal travel service leveraging
telephony and AI Q&A services to reduce inquiries to our
travel agency. Their corporate card program leverages RPA
and RDA solutions to extract data, improve the
reconciliation processes and deploy virtual payment tokens
to drive program efficiencies across the supply chain and
the business.
Describe what iconic leadership looks like and how you
embody it when leading in a dynamically changing
market.
There's no one definition of iconic leadership. Each of us
sees it as something a bit different based on our
experiences. For me, iconic leadership is about being a
visionary who embraces and demonstrates an ability to
communicate effectively, think creatively, inspire and
lead change and build and develop productive, cohesive
teams.
Communication must be a two-way process – give and
take. We have one mouth and two ears for a reason.
Delivering open, honest, and timely messages combined
with a willingness to listen and answer questions builds
trust.
Thinking creatively and sharing your vision inspires others
to act and think differently. We ask our SCS team members
to challenge the status quo and look for new ways of doing
things. Our "fail fast" mantra has become part of the SCS
DNA and has resulted in exponential innovations being
developed each year.
Change is constant. Not only must you embrace it, but you
must also seek it out. You must demonstrate your own
willingness to change through your actions. My team has
seen me change and grow during our years of globalization,
and I think I have inspired them to do so as well.
Communicating effectively, thinking creatively, and
embracing and leading change each play a part in building
and developing productive and cohesive teams. Ensuring
your function is seen as a vital part of the organization also
plays a part.
In "How to get the board to see your function as strategic,
not just as transactional," a chapter I wrote for the Business
Leader Edition in Volume 6 of Mission Matter's Top Tips to
Success, I described the five areas of focus that worked for
our SCS function – socialize, be relentless, drive mindset
change, focus on exceptional support, and use data analytics
as your building blocks.
With a focus on these five areas, we were able to transition
from being a function that felt at times like its only role was
to "buy enough printers" to a trustworthy function that
understands the direction the organization is growing and
that fuels the growth. The feeling of pride this inspires for
the team is priceless.
And I am immensely proud of the SCS team. What they
have achieved, not only in the quantitative and brand value
they deliver to the global EY organization but the personal
brands they have developed internally and externally for the
organization.
Where do you envision yourself to be in the long run,
and what are your future goals for the global EY
organization?
As I look to the future, I see myself as a significant
influencer, driving and leading the transformation and
innovation of the SCS function at the global EY
organization and the supply chain industry. EY teams
require a leading-class SCS function supporting business
issues and transformation. The supply chain industry needs
to be focused on what it can do for the business beyond
financial benefits.
What would be your advice to budding entrepreneurs
who aspire to venture into the procurement sector?
In terms of being on the supply side, I advise budding
entrepreneurs to ensure they have a viable solution for the
company they seek to do business with.
In other words, know your audience and bring an
experience that matches the needs of the respective
company that is easy to use with an ability to integrate into
the broader ecosystem of the organization. As part of a
supply chain team, I would advise focusing on
sustainability and diversity and adopting the EY SCS
mantra of "No change, no future."

Helen Mackenzie
An Odyssey of Excellence
Eﬀective people and leaders tend
to have a degree of self-
awareness – the ability to
acknowledge and understand the things
that make you who you are. They're in
tune with their beliefs, personality traits,
values and emotions.
Individuals with strong self-awareness
understand how their actions impact
those around them and proactively take
responsibility for said actions.
Procurement professionals are able to
shift out of tactical mode to start
thinking—and strategically.
Strategic thinking involves stepping
back to consider the bigger picture
rather than focusing solely on the
immediate problems at hand. Standing
out with the attributes is Helen
Mackenzie, Head of Community
Outreach at Art of Procurement.
In an interview with Insights Success,
Helen shares valuable facts highlighting
her professional tenure and the journey
in the niche.
Below are the excerpts from the
interview:
Brieﬂy describe your professional
journey up until now. What
challenges did you face along the
way?
Like many people in procurement, I
didn't start there. Procurement found me.
Helen Mackenzie
Head of Community
Outreach
Art of Procurement

After university, I trained as an accountant working in local
government. I then had a brief spell in policy and corporate
governance roles before heading back to financial services
for a senior leadership position.
It wasn't until 2010, when I was given the lead for
procurement covering while a colleague was unwell, that I
discovered procurement and fell in love. And once I'd found
procurement, there was no way I was going to let
procurement get away from me, and my love affair began.
The challenge for me at that point was getting up to speed
with what good procurement looked like. I didn't want
things to be ok; I wanted them to be great! I wanted to
transform the team that I was leading so they could deliver
an ambitious procurement vision.
We also needed to develop influence within an organisation
that didn't understand the value that great procurement
could bring to them. So, it wasn't just about what we did. It
was about how people saw us.
That's a challenge that I think is common to many leaders in
procurement - we get the role, we understand the value we
can bring to the business, and then we need to inspire the
team to step up, engage with our stakeholders and deliver.
What significant impact have you brought to the
procurement industry?
During my time as a CPO, I was able to drive forward
change both within my own organisation and across the
public sector in Scotland. I was part of a cohort of leaders
in Scotland that had a vision for where procurement could
be - a vision for how procurement could achieve policy
objectives, could contribute to the economy and well-being
and deliver significant value to the Scottish taxpayer.
And we were successful! Procurement has and continues to
make an impact in Scotland, and that is testimony to the
group of leaders that I was privileged to be part of. The
other contribution that I'm very proud of was a project
where my team and I pioneered an innovative approach to
enabling citizens to participate in the procurement process.
We put the community in the driving seat throughout the
process of putting contracts in place for public transport,
involving them in sourcing, supplier selection and contract
management. It was one of the first times this process had
been tried, and we received international recognition for our
work.
Tell us about your company and its foundation pillar.
I'm currently part of the team at Art of Procurement. AOP is
proud to host the world's longest running podcast in the
procurement space. In fact, we just achieved 1 million
downloads for the podcast in March 2023.
We also create content for the procurement community
through digital events like webinars and written content like
white papers. It's content that's designed to inspire and
inform procurement leaders so they can take action to move
things forward, add value and make an impact.
How does your company promote workforce flexibility,
and what is your role in it?
Art of Procurement is a small and fully remote business.
My colleagues are based in different parts of the United
States, and I'm based in the Outer Hebrides of Scotland
over here in the UK. So, flexibility is key.
Through our content, we're continually communicating
ideas and themes relating to the procurement workforce. We
recognise that we're entering a period when procurement
teams may need to change to be more flexible so they can
respond more effectively to the needs of the business.
A lot of our content is aimed at introducing and exploring
ideas around workforce flexibility and supporting
procurement leaders as they navigate that landscape and
develop responses that work for them and their teams.
Through our
content, we're
continually communicating
ideas and themes
relating to the procurement
workforce.
April 2023 | 17 | www.insightssuccess.com

What is your take on technology's importance, and how
are you leveraging it?
Technology is becoming a must-have aspect of
procurement. OK, we've had eProcurement systems in the
past, and we've had sourcing platforms, but now the
landscape of procure tech is extensive; it's not just in these
lanes. I saw a diagram the other week that documented a
huge number of procure tech providers, so technology is
right at the heart of delivering procurement these days.
CPOs need to be able to leverage procure tech to create
value, and one of the things that we do at Art of
Procurement is to explore, through our content, how tech
can support procurement. In fact, we have an annual event
dedicated to the topic called Digital Outcomes – that's how
important we think it is.
What will be the next signiﬁcant change in the
procurement industry, and how are you preparing for
it?
I delivered a presentation earlier in the year at a
procurement conference where I made the case that
procurement is in its adapt-or-die moment – imagine that! I
think the next signiﬁcant change for us is already here. As I
said earlier – technology, new business models and the
emerging talent landscape for procurement mean that
change is coming whether we like it or not.
We need to be on the front foot to respond to that change
proactively so that procurement is setting the agenda, not
being driven by objectives set by someone else. The best
way for procurement leaders to prepare is to understand
what's out there, think about it in the context of their team
and have an opinion on the best way forward and the best
business model for the best technology to be deployed. And
then take action!
What are your goals in the upcoming future?
My goal for the coming year is to develop my role as the
lead for community outreach here at Art of Procurement –
getting more experience of podcasting and hosting sessions
at our events and discovering more people who, like me, are
crazy in love with procurement!
What advice would you like to give the next generation
of aspiring business leaders?
Think! Change is coming, and you need to keep abreast of
it. Consume content - whether it's reading, attending
webinars, or listening to podcasts, you need to know what's
coming, and, if you are an aspiring business leader, that's
even more important now.
But it's not good enough just to consume content; you need
a viewpoint on what's ahead. I think those business leaders
who have ideas, who are prepared to articulate them and
who are prepared to take a risk to drive change are the ones
who will prevail.
If I'd been nervous about my vision for procurement when I
became a CPO, if I'd been hesitant about trying to drive the
change I knew needed to happen because I thought it might
not be right or I didn't have all the information or the idea
I'd had might not work, I wouldn't have been able to
achieve the results that I have in my career. And I wouldn't
now be my dream job at Art of Procurement supporting the
procurement community at this exciting time.

Kathy Golding
Procurement &
Supplier Ecosystem
Services Leader
EY Global
Services Ltd.

We leverage strategic
workforce planning
to build a diverse and agile
workforce that includes onshore,
nearshore and offshore people,
contractors and managed services.
This diversity allows us to manage
the peak of the business through a
flexible workforce model
focused on consistent
and high-quality service
on a global scale.
Exhibi ng Sheer Excellence
There is no one-size-fits-all mold for what makes a
great leader, and leadership can look very different
when manifested in different personalities and
circumstances. True leaders can see the world both as it
really is and what it can become. They balance the tension
between realism and dreaming big.
They understand the very real challenges they face and
address them directly. They also see beyond the obstacles to
what the world could look like if they keep on heading in
the right direction, and they constantly champion that vision
while seeking real-world solutions to help them get there.
Effective leaders invest in their team members. They are
committed to growing and mentoring their staff. They
realize that the goal isn't having people impressed with your
work; the goal is building new leaders who can accomplish
more than you can. All these traits spotlight Kathy
Golding, Procurement & Supplier Ecosystem Services
Leader at EY Global Services Ltd.
In an interview with Insights Success, Kathy shares
valuable facts highlighting her professional tenure and
journey in the niche.
Below are the excerpts from the interview:
Kathy, please briefly describe your professional journey
up until now. What challenges did you face along the
way?
I started my professional journey with Celestica, a
Canadian outsourced electronics manufacturing company,
as a cost analyst for the Chief Procurement Officer, who
then asked me to help start up a procurement office in
Switzerland as a procurement manager.
As I worked my way up and was eventually promoted to
director level, challenges that I faced included working in a
"24 hours a day, seven days a week" environment and
managing the cost and availability of critical manufacturing
parts, especially during shortages or unforeseen supplier
factory issues.
Upon relocation to the UK, I joined Tesco as a corporate
procurement manager for technology, including retail
hardware, software and services. In 2010, I realized I
wanted to take my valuable experience and work for a
global organization with a strong brand in the market…and
the rest is history!
I have spent the entirety of my 10-year EY career in Supply
Chain Services (SCS). I assumed my current role of

Procurement & Supplier Ecosystem Services (PSES)
Leader at EY Global Services Limited in July 2022,
managing the global spend categories of Talent,
Technology, Brand, Marketing and Communications
(BMC) across the organization from sourcing inception to
full contract life cycle management of our supplier
relationships.
A crucial part of what PSES does is growing and
maintaining an integrated and collaborative relationship
with the business. To achieve this, PSES has
implemented a Center of Excellence (CoE) model, made
up of virtual teams of category experts in Automotive
Mobility, Cybersecurity, Human Capital, Learning and
Development, Managed Services, Professional Services,
Software, Total Rewards and Telecoms that actively gather,
develop, share and apply knowledge to a global category,
collaborating with stakeholders and groups to drive
long-term value and execution across the global EY
organization.
These innovative team members continue to raise the bar
for PSES and its stakeholders by providing value for the

global EY organization and being recognized externally in
the market for their future-focused mindsets.
How does the global EY organization promote
workforce flexibility, and what is your role in it?
With over 600 professionals in 38 countries, SCS is the true
definition of a global function. We leverage strategic
workforce planning to build a diverse and agile workforce
that includes onshore, nearshore and offshore people,
contractors and managed services. This diversity allows us
to manage the peak of the business through a flexible
workforce model focused on consistent and high-quality
service on a global scale.
We are also keen to support the mobility of the EY
workforce through EY programs such as Mobility4U,
which offers EY people the opportunity to work across
geographies and service lines to broaden their global
mindset and thrive both personally and professionally.
What is your take on technology's importance, and how
Technological innovation is our North Star in PSES, driving
our development and increase in efficiency. Two of our
most recent technological developments are our
SmartSpend app, an internal application built by the PSES
Enablement team (led by Dan Jenkins and with the
technical knowledge of Michael Roche) that allows
sourcing managers to manage quickly and efficiently to
Spend under Management data and an internal
Commercials application, providing instant access to
financial spend information and executing its continuous
improvements to enhance the user experience.
it?
I expect to see rapid advancements in the technology space,
allowing for a smoother and more innovative procurement
experience for the business.
In PSES, we are continually raising our ambitions to
become a world class digitally enabled function that attracts
leading-class talent. Coupled with a recent simplification
initiative to significantly reduce the administrative burden
on PSES sourcing managers (resulting in an effort reduction
of 80%), we are also preparing for a game-changing
supplier experience portal that will dramatically simplify
the way suppliers work with the complex global EY
organization, reducing the number of forms and touchpoints
currently required for onboarding and enhancing the growth
and collaborative nature of EY supplier relationships.
Looking ahead to the near future, I am very excited about
the potential EY organizational restructure and the
opportunity to be a part of something that only happens
once in a lifetime at this scale, all while maintaining the
ability to craft my career path around my decades-long
passion for procurement. I believe that this PSES team has
all that it takes to help drive and provide continued results
together, whatever the future may hold.
The advice I have for budding entrepreneurs aspiring to
excel in supply chain boils down to this: strive to be part of
teams that support and drive change, make its team
members feel like family and play a part in decisions made,
create a safe environment to offer new ideas and process
changes, encourage creativity and diversity, and most
importantly, are okay with failure. Quick failures lead to
quicker and stronger solutions!

Comprehending the
Attributes of
Transformational
Leadership
Leadership Traits

Transformational leadership is a leadership style that
focuses on inspiring and motivating employees to
achieve their full potential. It involves creating a
vision for the organization and empowering employees to
work towards that vision. In this article, we will explore the
key attributes of transformational leadership.
Visionary Thinking
Transformational leaders are visionary thinkers. They are
able to see the big picture and create a compelling vision
for the organization. They communicate this vision to
employees and inspire them to work towards it. By having a
clear vision, transformational leaders are able to align the
efforts of employees towards common goals.
Business leaders are visionary thinkers. They have a clear
understanding of their organization's mission, values, and
goals. They are able to create a compelling vision for the
future and communicate it effectively to others. Innovative
thinking creates a clear focus for individuals and
organizations. It helps them to identify their priorities and
goals and to align their actions accordingly. This focus
enables individuals and organizations to work more
efficiently and effectively towards achieving their vision.
By envisioning a future state that is different from the
present, individuals and organizations can create a sense of
urgency and a desire for change. This can motivate
individuals and organizations to take action, to try new
things, and to drive innovation and growth.
April 3 25 www.
202 | | insightssuccess.com
It creates a clear focus for individuals and organizations. It
helps them to identify their priorities and goals and to align
their actions accordingly. This focus enables individuals
and organizations to work more efficiently and effectively
towards achieving their vision.
Inspirational Motivation
Transformational leaders inspire and motivate employees.
They are able to create a sense of purpose and meaning for
employees by connecting their work to the overall vision of
the organization. They provide encouragement, support, and
recognition to employees, which can lead to increased
engagement, commitment, and loyalty.

Intellectual Stimulation
Transformational leaders encourage innovation and
creativity. They challenge employees to think outside the
box and come up with new ideas and solutions. They create
a culture of intellectual stimulation, where employees are
encouraged to take risks, learn from failures, and
continually improve. By promoting innovation and
creativity, transformational leaders can drive growth and
success for the organization.
Individualized Consideration
Transformational leaders treat each employee as an
individual. They take the time to understand their unique
strengths, weaknesses, and goals. They provide
personalized feedback, coaching, and development
opportunities to help employees reach their full potential.
By showing genuine interest in employees, transformational
leaders can build trust, loyalty, and respect.
Resilience
Influential business leaders are resilient. They are able to
bounce back from setbacks and failures. They are able to
maintain their focus and commitment to their vision, even
in the face of adversity. They are also able to learn from
their mistakes and use them as opportunities for growth and
improvement.
Emotional Intelligence
Influential business leaders have high emotional
intelligence. They are able to understand and manage their
own emotions effectively. They are also able to empathize
with others and understand their perspective. This allows
them to build strong relationships with employees,
customers, and other stakeholders.
Strategic Thinking
Business leaders possess a unique set of traits and
characteristics that enable them to inspire and motivate
others to achieve success. By exhibiting visionary thinking,
strong communication skills, decisiveness, resilience,
emotional intelligence, and strategic thinking, influential
business leaders are able to create a positive impact on their
organizations and the wider business community.
Business leaders are strategic thinkers. They are able to see
the big picture and develop strategies to achieve their
vision. They are able to analyze trends, anticipate
challenges, and develop plans to address them. They are
also able to adjust their strategies as needed to respond to
changing circumstances.
Ethical Leadership
Transformational leaders are ethical and values-driven.
They lead by example and set high standards for ethical
behavior. They are transparent, honest, and accountable.
They prioritize the well-being of their employees and the
organization over their own interests. By demonstrating
ethical leadership, transformational leaders can build a
culture of integrity and trust.
In conclusion, transformational leadership is a powerful
leadership style that can drive success and growth for
organizations. By exhibiting visionary thinking,
inspirational motivation, intellectual stimulation,
individualized consideration, and ethical leadership,
transformational leaders can create a positive workplace
culture and inspire employees to achieve their full
potential.

Sti Chua
A Resolute Leader of Procurement Niche
ommencing his career in the procurement niche
Cwith HP/Agilent Technologies as the Regional
Procurement Manager, Sebastian Chua. He then
moved on to join Microsoft, Citibank & Alcatel Lucent as
Head of Procurement to transform their procurement
organization in the Asia Pacific region.
Since 2014, he reports to the CEO of the Health
Promotion Board, Ministry of Health Singapore, as
Head of Procurement. From 2020 to 2022, Sebastian led a
team of procurement and contract management officers in
the nation's fight against the Covid-19 pandemic. In
recognition of his contribution to this national effort, he
received a Special Mentioned Covid-19 Award from Supply
Chain Asia and was conferred a Public Administration
Medal by the Singapore Prime Minister's Office.
From 2017 to 2021, Sebastian was conferred the Asia
Pacific CPO Awards by (a) Procurement Leaders Limited
(UK), (b) Chartered Institute of Procurement & Supply
(UK), (c) Supply Chain Asia and (d) China Procurement
Success. In 2020, he was voted as one of the top 10
Procurement Executives Worldwide by Supply Chain Dive.
In 2018, he also received the Public Service Innovation
Champion Award from the Head of Civil Service,
Singapore.
His Procurement Papers (a) "Transformative THINKING.
Transformative DOING (b) "From Gatekeeper to Business
Enabler," and (c) "Can Innovation go with
Procurement" were published in The Journal of
Public Procurement (USA), APAC CIO Outlook
and Supply Chain Asia.
Sebastian is the former Chairman of The
Supply Chain & Procurement Council
under Supply Chain Asia and an advisory
member to the Association for
International Procurement Technology
and Standards (AIPTS).
In an interview with Insights Success,
Sebastian shares valuable facts that
highlight his professional tenure and
his journey so far in the procurement
niche.
What challenges did you face along
the way?
In most companies, a Procurement job is
perceived as an unglamorous, unloved part of
Sebas an Chua
Head of Procurement,
Health Promo on Board,
Ministry of Health, Singapore

the business. A fast track to nowhere. Sourcing and supplier
management is strictly about costs, and all that matters is
playing hardball to get these as low as possible.
Procurement has no connection to innovation or strategy or
creating positive value.
There are many contributing factors, internal and external.
Internally, how do we as procurement people see in
ourselves? Do we have the desire to change? No one can
teach us passion, purpose, drive, and innovation. Only we
can be our own worst enemy.
Many times, we are surrounded by negative thinking
people, so we don't grow. We should change our
environment in order to watch our growth. And no matter
how much the world tries to hold us back, we should
always continue with the belief that what we want to
achieve is possible.
Believing we can become successful is the most important
step in achieving it. The conditioning of the mind is very
strong. When we condition ourselves to be tied down, we
lose. Breakthrough thinking is required to break new
ground.
In the digital economy, we cannot solve our problems with
the same thinking that we used when we created the
problems. We should capitalise on digital technology to
transform the business strategy, optimise business
performance and discover game-changing innovations. It
offers us an opportunity to make procurement awesome and
earn us a seat at the board meeting.
With digital transformation, we are not only delighting
customers with an interactive, user-friendly experience but
also extending it to achieve operational excellence and
realize cost efficacy and business agility. A shift that is
beneficial for businesses and customers alike.
However, we do need to know that digitalisation alone
cannot transform any business. We need both human skills
and digitalisation to transform our jobs. Digitalisation is not
the target; it is the enabler. We need to focus on how it
drives value and deliver results. Like most disruptive
technologies, benefits do not necessarily go to early
adopters. The success goes to those companies who know
how to absorb and manage change.
In a digital world, procurement should call for new skill
sets and disciplines to adequately embrace and drive digital
transformation. What are these key attributes?
One, Intellectual curiosity – To deliver faster insight for
business decisions, analytical skills will be in high demand.
Procurement needs to know how to ask the right "why"
questions, detect patterns in data, find cause-and-effect
relationships and challenge the status quo.
Two, Technology savvy – Procurement does not need to
become data scientists, but we need to be familiar with new
technologies, so we can have intelligent conversations with
IT and quickly adopt new tools that do not require IT
intervention.
Three, Business acumen – As a business function,
procurement needs to have a thorough understanding of the
company, its operations, its value drivers and competitive
environment.
Last, Storytelling skills – Data is the mechanism that makes
digital business possible, but the delivery mechanism is a
story. The best digital technology won't change the mind of
the CEO if the results or outcomes cannot be expressed in
the form of a story, a business problem or a solution.
of aspiring procurement leaders?
To become successful in procurement, technical skills are
given, but entrepreneurial skills need to be in focus. For
example, a leading CPO is less of a functional master of
procurement, and more of an enterprise leader who
manages the business.
To become successful in
procurement, technical skills are
given, but entrepreneurial skills
need to be in focus.
“
“

What are the enterprise skills in procurement? I would
summarise them into CIPS (not the Chartered Institute of
Procurement & Supply):
C – Challenge conventions. The critical thinking, creativity,
and curiosity to understand the business needs and market
capability, with the intellect to connect both with solutions.
I – Innovation. Intuition, influencing skills and integrity.
And not forgetting the I for Investment on our staff.
P – Provoke new thinking. Passion, purpose, positive
thinking, predictability, perseverance, persuasion, and
people management skills.
S – Solve problems. The service orientation mindset,
salesmanship, and speed to sell ideas convince the business
that procurement can help them to be successful.
For procurement to prosper, we need to deliver on what,
where, when, why and how of the customers.
Therefore, I see procurement as a complete business role.
We must lead with the head, hands, heart, and guts:
The head to understand the totality of the business. The
hands with credible experience and track records, armed
with finance and legal knowledge. A heart that wants value
for all partners and is perceived as one with principle and is
trustworthy. Finally, are we strong advocates of change
management, unafraid of manageable risks and managing
conflicts?
April 3 30 www.
202 | | insightssuccess.com

Essen al Elements for
5Organizational
Growth
Novel Perspective
O
rganizational growth is a crucial aspect of any
successful business. It allows companies to
expand their operations, increase their market
share, and ultimately achieve greater success. However,
achieving sustained growth requires a strategic approach
and a clear understanding of the essential elements that
drive growth. In this article, we will explore the five key
elements that organizations must prioritize to achieve
growth.
Clear Strategic Direction
The first essential element for organizational growth is a
clear strategic direction. This means having a well-defined
vision and mission, as well as a roadmap for achieving your
goals. A clear strategic direction provides focus and
direction and ensures that all employees are aligned towards
the same goals. It also helps to create a sense of purpose
and direction, which can be a powerful motivator for
employees.
Strong Leadership
Another critical element for achieving organizational
growth is strong leadership. Effective leaders provide
direction, guidance, and inspiration to their teams. They are
also responsible for creating a culture that fosters
innovation, collaboration, and continuous improvement.
Strong leaders are able to communicate a clear vision, build
trust and credibility, and inspire their teams to achieve their
best.
Robust Talent Management
Organizations need to invest in robust talent management
practices to achieve growth. This includes attracting and
retaining top talent, providing development opportunities,
and creating a culture of continuous learning. By investing
in their employees, organizations can build a highly skilled
and motivated workforce that is capable of driving growth
and innovation.
Robust talent management can lead to improved employee
engagement. When employees feel that their skills and
talents are valued, they are more likely to be engaged and
committed to the organization. This can result in increased
productivity, reduced turnover, and a more positive
workplace culture. By investing in talent management,
organizations can create an environment where employees
feel valued and supported.
Robust talent management can also enhance employer
branding. When organizations invest in talent management,
they send a message to prospective employees that they
value their skills and talents. This can result in increased
interest from top talent, as well as a positive reputation in
the marketplace. By investing in talent management,
organizations can attract top talent and differentiate
themselves from competitors.

Effective Execution
Effective execution is essential for achieving organizational
growth. This means having clear processes and systems in
place, as well as a culture of accountability and continuous
improvement. Organizations need to focus on delivering
results, measuring performance, and making data-driven
decisions. Effective execution also requires a focus on
innovation, as well as the ability to adapt to changing
market conditions.
Effective execution also enables businesses to allocate
resources more effectively. By prioritizing goals and
aligning resources accordingly, businesses can avoid
wasting time, money, and energy on initiatives that don't
align with their overall strategy. Effective execution allows
businesses to make the most of their resources and
maximize their impact.
Effective execution promotes accountability. When goals
are clearly defined and progress is regularly measured,
employees are more likely to take ownership of their work
and take responsibility for their results. This can result in
increased motivation and a culture of excellence. By
executing plans with precision, businesses can foster a
culture of accountability and achieve better results.
Effective execution can lead to enhanced customer
satisfaction. By executing plans with precision, businesses
can deliver products and services that meet or exceed
customer expectations. This can result in increased
customer loyalty, positive word-of-mouth, and a stronger
reputation. Effective execution enables businesses to deliver
on their promises and build strong relationships with their
customers.
Strong Customer Relationships
Finally, strong customer relationships are essential for
achieving organizational growth. This means understanding
the needs and preferences of your customers and providing
them with high-quality products and services. Organizations
need to build strong relationships with their customers by
providing exceptional customer service, offering
personalized experiences, and continuously improving their
products and services.
Maintaining strong customer relationships is key to
building customer loyalty. When customers feel valued and
appreciated, they are more likely to continue doing business
with a company. This can result in repeat purchases and
increased customer lifetime value. Customer loyalty is
essential for businesses to achieve sustained growth and
profitability.
Strong customer relationships can also lead to positive
word-of-mouth marketing. When customers are happy with
a company's products or services, they are more likely to
recommend it to others. Positive word-of-mouth can lead to
new customers, increased brand awareness, and a stronger
reputation. It's important for businesses to invest in building
strong customer relationships to leverage the power of
word-of-mouth marketing.
Strong customer relationships can also lead to valuable
customer feedback. When customers feel that a company
values their opinions, they are more likely to provide
feedback on products, services, and overall customer
experience. This feedback can be used to improve products
and services, and to better understand customer needs and
preferences. By maintaining strong customer relationships,
businesses can gain valuable insights that can help them
stay ahead of the competition.
In conclusion, achieving sustained organizational growth
requires a strategic approach and a clear understanding of
the essential elements that drive growth. By prioritizing
clear strategic direction, strong leadership, robust talent
management, effective execution, and strong customer
relationships, organizations can create a culture of growth
and innovation that enables them to achieve their goals and
stay ahead of the competition.

Thiago
Thiago
Braga
Combining the Aspects
of Coherency with Excellence
t goes without saying that technical procurement skills
Iand business acumen are the prerequisites to be
successful in procurement. Professionals who are
reluctant to bring in high-level talent for fear that they will
be overshadowed and potentially displaced achieve
suboptimal results.
The best leaders bring in the best talent and lead that talent
to deliver high levels of performance. The confidence to on-
board, coach, mentor and execute strategies is a valuable
asset to any organization.
Procurement professionals are often very detail-oriented,
organized people, and such attention to the fine points is a
tremendous asset in the job. But so is the ability to see the
big picture and long-term strategies that benefit the
organization by advancing efficiencies and productivity.
Effective procurement professionals balance the details with
the overall mission. They identify the needs of their
customers and find the best ways to meet those needs.
Building stakeholder and supplier relationships based on
trust, mutual benefits, and innovation while still delivering
value is a core requirement (and no easy feat) for
procurement professionals.
Standing apart as one of the prominent personalities in the
procurement niche is Thiago Braga, an accomplished
global Supply Chain & Procurement leader with over 20
years of experience modernizing organizations, creating
innovative solutions, unlocking value and improving
customer service.
Working as the Senior Program Officer at Alberta Health
Services, Mr Braga’s commitment to results, value creation,
and customer satisfaction is embarking upon the horizons of
success. As a change enabler and enterprise leader, Mr
Braga is driven by transformation and the promotion of a
healthy work environment.
In an interview with Insights Success, Mr Braga highlights
his professional tenure, the challenges that he had to
overcome and aspects that make him stand out as a staunch
leader in the niche.
Below are the excerpts from the interview:
Briefly describe your professional journey up until now.
What challenges did you face along the way?
One of my first introductions to Supply Chain was
somewhere around 5-10 years of age when I rode a
bike and made deliveries for my family’s
business.
While in university, I was exposed to
business development and
operations/manufacturing. I also
explored several other supply chain
functions: Import/Export for global
electronics manufacturing,
International Procurement &
Inventory Planning for a
European chemical
organization, and international
trading for a global Asian firm.
When close to finishing
university, I went into the
automotive and distribution
sectors and that’s where the

Thiago Braga
Senior Program Oﬃcer
Alberta Health Services

wheels started moving faster. From leading Procurement in
South America, I was fortunate with the opportunity to be
expatriated to the United States, where I led North
American Operations and supported teams worldwide. At
the same time, the organization grew by more than 300%. I
also experienced Aerospace, Agriculture and when I moved
to Canada, I gained new accountabilities in the Power
Generation, Mining, and Electricity businesses. More
recently, my leadership roles were in the Public and
Healthcare Sectors.
My professional journey spanned more than 11
organizations, living in 3 countries, and being accountable
for several transformation/turnaround programs. From start-
ups to managing multi-billion-dollar spending on large
teams in global operations, I have first-hand experience in
all areas of the Supply Chain. My MBA and a professional
Supply Chain designation also were good pillars in my
journey.
After 20 years in the profession, I’m still fascinated by how
SCM has evolved and grown in its importance. I faced
multiple challenges throughout my career.
At times, it was drastic regulatory changes, high inflation,
supply chain disruptions, financial adversities, acquisitions,
dramatic growth, and at times dramatic recession, including
the pandemic storm. All these challenges helped me to build
a very diverse experience, resilience, and a continuous
improvement mentality.
I led transformation programs that recently delivered more
than $300M in value and up to 10 times ROI. I pivoted
businesses to brand new operating models never done
before, fast-tracking strategic and operational roadmaps. I
led impactful outsourcing initiatives, technology
implementation, and sustainability programs (ESG/DEI).
My contributions enabled exponential business growth and
I always empowered teams with clear accountabilities,
succession, and coaching of the next generation of leaders. I
am committed to giving back and elevating the profession,
and that’s why I have also been part of both for-profit and
non-profit boards.
Tell us about Alberta Health Services and its foundation
pillar.
AHS is the largest and most integrated healthcare system in
Canada, and one of the top in the world. It’s a massive
organization serving 4.4 million people, 112,000+
employees, a $15 Bi budget, and more than 900 facilities,
including hospitals, clinics, continuing care facilities,
cancer centres, mental health facilities and community
health sites.
The corporate mission is patient-focused, offering a quality
health system that is accessible and sustainable. Core values
include Compassion, Accountability, Respect, Excellence,
and Safety (CARES). It’s a fast-paced and progressive
organization solidified by growth and innovation.
How does Alberta Health Services promote workforce
flexibility, and what is your role in it?
The Pandemic forced employees around the world to move
to a home-office work environment at a moment’s notice.
What began by necessity turned into a long-lasting change.
AHS encourages a flexible work environment (on-site,
hybrid, or fully remote) and employees appreciate that
flexibility. Both AHS and I are results-driven, so if the work
is getting done, a flexible work environment is encouraged.
What is your take on technology’s importance, and how
Technology is part of our lives and a vital enabler at work.
The ecosystem has numerous devices, apps, software, and
internal/external interfaces that need to work in full
coordination. Three of my considerations include:
1) What do you need that for?
2) How will you deploy/use it?
3) Who is best suited to own it?

There were times in my career when implementing or
upgrading an ERP made total sense. Other times, it made
more sense to outsource not just a technology piece but a
fundamental part of our operation because it wouldn’t be
worth automating something when a supplier could do it
much more efficiently than us.
So, understanding the expected outcome, who’s best suited
to own it, and how that will be deployed and maintained
gave me very distinct strategies and implementation paths.
On another angle, I have automated the S2C and P2P
cycles, creating demand forecasting models, and monitoring
the entire chain’s performance with thoughtful models that
helped to mitigate risk and create higher value output for
the business.
it?
Deeper utilization of technology is a given: From predictive
analyses to monitoring the entire chain (multiple tiers) and
expansion of AI, ML, and Blockchain.
Another observation is how leaders leverage the gap left by
what technology cannot do yet (i.e., critical thinking,
relationship building, navigation through complex human
environments). No matter how advanced technology gets,
the “People skills” will still play a huge part. We can’t rely
100% on technology alone.
On another angle, there is a growth of vertical integration
and multidisciplinary teams working under one roof. Many
organizations are integrating business expertise
(engineering, operations) into the Supply Chain
organization. Our profession is not just an arm to support
the business, but in many cases it’s becoming the business
itself.
I expect to see more engineers doing procurement
(technical purchasers) or clinical professions performing
sourcing roles, and that’s to increase business expertise in
Supply Chain.
In some organizations Sales and Procurement also fused as
a merged commercial team. A much more integrated supply
chain will require a mixture of skillset under the same roof
to shorten functional gaps and gain agility.
I have experience in many industries over the last 20 years.
Supply Chain is a very rich profession, and each industry
has its own strengths. I want to continue learning and
flexing existing and new muscles.
I’m excited about the future and want to continue learning
and creating value. I’m invested in helping others to
succeed, so my goal is also to benefit the community and
keep coaching and mentoring others to achieve their
success as well.
Don’t forget nor undermine your ‘people skills.’ No matter
how many credentials you have or how much technology
you know, basic relational skills will always benefit you.
Seek to build relationships, to help others, to be empathetic,
compassionate, humble, caring, and altruist. We’re all
humans and need to properly relate to each other.
On a second note, leadership is both an art and science,
and it takes time.
So, I encourage the next generation to put in the hard work
and avoid skipping steps. Take your time, get well-rounded,
put some mileage in your professional odometer, and be
open to continuous change.
Career progression is more of a roller-coaster than a linear
staircase, and you need to learn to enjoy the ride instead of
just focusing on the destination – otherwise, it will be like
chasing the wind.

The 10 Most Iconic Leaders in Procurement to Watch, 2023 (1).pdf

The 10 Most Iconic Leaders in Procurement to Watch, 2023 (1).pdf

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