Procurementor turns indirect procurement into a source of margin, speed, and competitive advantage, built on a decade of operational experience, a bias for innovation, a value-driven mindset, and AI as the accelerator.
Conviction
I’m convinced procurement can be a real engine for value and innovation.
Your indirect spend is a source of untapped opportunities. I help you identify them and build the systems to capture them, making indirect procurement an engine for optimisation, innovation, and sustainable growth.
Today, in a fast-moving world, businesses understand the value of good procurement.
Savings matter, but the real value comes from the operating model you make evolve: the processes, the tools, the capabilities, and the culture. To create positive long-term change.
That’s what I strive to do for my clients.
And I’m convinced AI is the accelerator, as long as it’s properly framed. Not evangelism, not a miracle product: a tool that, placed on the right workflow, shifts the transactional load and frees human judgment for the decisions that deserve it.
No PowerPoint without follow-through.
What I do
Mid-market procurement teams have seen years of projects roll through. What’s rarely missing: strategy on a slide. What’s often missing: an operator who executes the hard part, without handing it off to a junior.
You know where you want to go. You don’t have the internal bandwidth for the specific piece. That’s where I step in: targeted audit, category sprint, one-off sourcing event, turnkey negotiation.
Dual procurement and tech skill. The deliverable is never a standalone PowerPoint.
Typical engagement: 6 to 12 weeks. Scoped perimeter. Quantified, validated result.
S2P/ERP digitalisation, category overhaul, scaling a procurement function, putting in place a tenable indirect policy. The projects that decide the next three years.
I don’t fill an empty seat. I get what’s stuck moving again.
Recent benchmark: 0% to 80%+ PO rate on indirects, under cover of an ERP change.
I know where AI pays off in indirect procurement: recurring sourcing, contract review, classification, category copilots. I also know where it costs without returning.
Before deployment: frame the risks (cost, data, quality, governance). During: measure real gain, not the demo effect.
Full details on the AI philosophy page.
How we work
We understand people and their objectives before touching the data. Procurement problems are almost always organisational problems first.
Data-driven spend analysis, benchmarking, and maturity audits, AI-accelerated where it pays off. No strategy proposal until the category landscape is mapped.
We create the vision, align the team, design the sourcing approach. Results the organisation can actually absorb.
Rigorous execution with measurable results. We stay until the savings are realised, not just until the deck is presented.
Principles
We work inside your team, not around it. Recommendations without execution are expensive. We stay until the savings are realised and the team can sustain them.
Every engagement starts with spend data. We won't propose a sourcing strategy until we understand your category landscape: direction without evidence is guesswork.
The goal of every engagement is to make itself unnecessary. We build internal capability alongside external results, your team should be stronger when we leave.
AI shift
Procurement is at an inflection point. I’ve been quietly building and testing, inside engagements and in the lab, to find where AI pays off in real work, and where it doesn’t.
What matters isn’t AI on its own. It’s the quality of the deliverable it helps me produce, and that only happens when AI is layered on top of solid procurement practice and a value-driven mindset. Speed without depth is just noise.
Concretely today: spend classification, category-strategy drafting, supplier research, and buyer-facing copilots for complex categories, each augmenting a decade of operational rigour, not replacing it.
Experiments in progress
Alexandre Lio · AI-augmented practice
Where I'm good
My natural ground is the context that moves fast, mixes several cultures, and forces dialogue between functions that don’t naturally understand each other. Three conditions many treat as friction, that I treat as the default environment.
10+ years lived abroad, multicultural family at home. I work in the language AND in the cultural code, not in rough translation.
Seven years at Amazon EMEA put me in this by default. 10pm calls with Seattle, teams across four continents, decisions framed in hours, not months.
An indirect procurement file rarely moves on a procurement argument. It moves when each function feels understood in its own objective. That’s what I’ve been doing for over ten years.
Career
Built the first "station in a box" catalogue, standardised fit-out procurement across hundreds of sites.
Energy strategy across 800+ buildings. €150M/year managed spend. Solar and battery projects ahead of the market.
EMEA telecom MSA signed at Amazon with Vodafone as strategic supplier. 25 000+ mobile lines. 30%+ savings vs baseline.
5 000+ users trained on Amazon Business procurement tools. CAC40 and Fortune 500 clients.
€200M procurement direction for a pan-European telecom infrastructure rollout.
30% sourcing savings, 90%+ on reuse initiatives, −40% CO₂ on a certified supply chain programme.
Multi-subsidiary spend consolidation post-acquisition, supplier rationalisation across 4 entities.
End-to-end automated RFP ecosystem. 10%+ additional savings, 100% compliance.
80% cost savings via structured reverse e-auction process.
200+ user deployments. Procurement system adoption in complex multi-site environments.
Over €1Bn of spend reviewed. €50M in documented savings opportunities.
E-learning platform: 5 courses, 37 modules, 105+ lessons, 184 quizzes.
Trusted by
A decade of work, in good company.
No pitch. No commitment. You walk away with a written framing: the three moves that make sense on your perimeter, and which one to start with first.
