Engineering, CAPEX and all Indirects procurement director

Last Updated: 21st March 2018 (over 4 years ago)

United Kingdom


Phone Number


Age Range
45 to 54

Qualification Level

Arabic, English, French, Gujarati


Focused, entrepreneurial, Director, on assignment as Procurement transformation leader with Large Pharmaceutical multinational, leading the radical procurement “disruptive” transformation covering process, automation and strategy.
Deliver £111M savings across categories and improve service quality, efficiency and use supplier to deliver innovations.
Manage the Capex portfolio for Manufacturing business, full E2E management of new production plant for Inhalers £260M TCV.
Leading category procurement teams covering, in-direct categories, (MRO, Facility, R&D, Capex, IT, Professional services, & Marketing).
Lead & implemented numerous global initiatives e.g. IFM (integrated Facilities management), IT infrastructure, Cloud resilient strategy, Hardware consolidation, R&D agile supplier alignment and automation.

Driven E-sourcing for efficient procurmemt process and enhanced savings, turnaround and compliance
Drive standardisation across IT hardware for office, manufacturing and salesforce tablets with built in early view on chipset replacement.
Lead FM change out to re-align services to build in competition for most Hard & soft FM services.
Introduced, AI based guided buying to drive compliance and take the “guess & error “out of end users buying experience.


Durham univeristy
Mechanical engineering

   Mar 1989
— Jan 1992

Properties of fibre reinforced thermolastics

Teesside university
Chemical engineering


Chemical Engineering
thermodynmics, heat transfer, particulate tech, reactor design, process tech.....


GSK ( contract position)
Procurement leader (Capex, indirects)

   Apr 2016
— Current

 Build and manage team to deliver category spend of $4.5Bn spend across global markets (EU/APAC/NA/LatAm).
 Savings of 7% on addressable spend year on year
 Lead the automation of core procurement processes, P2P, S2C, MDM.
 Drive increased volume of transaction through e-Sourcing.
 Directly manage large Capex for new plant £260M single project, includinf FEED, final design, Selection, contruct and manage for enahanced earned value.
 Focus on the “business impact” of suppler choices and process and ensure understanding of tail spend, define reduction strategy, drive compliance to contracts, and innovations working with the BU.
 Engage with business unit stakeholders to understand their drivers and then to educate, manage change, improve their understanding of commercial markets and approach and develop an inclusive forward looking strategy and be a disruptor not follower (not built on rear view events only).
 Developed & implemented Catalogue strategy to attain BIC status, currently tracking at 67% from 18%
 Developed category strategies to help identify tomorrow’s market leaders and trends and factor in dependency/needs so we retain leverage.
 Update and manage stakeholder’s expectations up to board level on business direction, savings, and strategy and risk mitigation.

Teva Canada
Snr DIrector Head of procurement

   Jun 2013
— Feb 2015

 Developed & lead strategy, with local stakeholders, implement robust SOx Compliant processes and streamline P2P process.
 Develop and implement emergency business recovery plan to meet regulatory compliance needs in 6 months.
 Ran Project for new Solid dose manufacturing plant relocation in parallel, TCV £300M, split inot lots with two being EPC and two as internally managed. Mangae dthe project consultants and ran cost review meetings, project delivered on schedule.
 Develop existing team (training & coaching) and recruit new talent to supplement skills gap and business needs
 Developed CAPEX plan to controllers and HVAC across LatAm.
 Tighten and secure the global API souce chain with rigorous audit and commercial terms, working with QA, Compliance and Manufacturing.
 Revise API approval process to deal with increased plant flexibility needs and API supplier response times.
 A plan 2 drug launches covering marketing, Payor and end practioner enrolment.
 Direct and steer teams on value API, Excepients, CAPEX projects. & plant relocation

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