Director of Procurement

What You’ll Own

Spend Ownership

Take full ownership of the procurement process across OPSWAT, including AI and software tooling, IT infrastructure, marketing, professional services, facilities, and capital expenditures. Business owners retain authority over their spend decisions; you are accountable for the quality of the process, the rigor of the commercial outcomes, and the discipline applied from intake through renewal.

Intake & Governance

Build and operate a centralized intake and approval process for all new vendor requests and contracts. Create the structure, discipline, and visibility that allows the business to move quickly without sacrificing commercial rigor or financial control. Own the process framework and ensure it is followed consistently — and drive the change management required to make it stick, educating business stakeholders on purchasing policies and the reasoning behind the process so adoption comes from clarity and trust, not mandate. This includes coordinating vendor onboarding end-to-end in close partnership with Accounts Payable, Legal, and Security, ensuring every new vendor is properly vetted, contracted, and set up.

Contract Portfolio Management

Consolidate and maintain a centralized view of all contracts across the organization. Proactively develop renewal and renegotiation strategies ahead of expiration so timing never cedes leverage.

Sourcing & Negotiation

Lead all sourcing initiatives, including spend analysis, vendor evaluation, competitive bidding, and negotiation strategy. Drive negotiations across pricing, SLAs, contractual terms, and risk allocation with the confidence to push hard while preserving the relationships that support long-term objectives.

Financial Modeling & Business Cases

Build the financial models and business cases that evaluate supplier trade-offs, pricing structures, total cost of ownership, and key commercial terms. Partner closely with FP&A and Accounting to ensure contracts align with budgets, forecasts, accruals, and the correct CapEx / OpEx treatment. Serve as the escalation point for AP and PO questions, resolving issues at the intersection of procurement and finance operations before they become close problems.

Cross-Functional Partnership

Serve as a strategic thought partner to business leaders across Finance, Operations, Legal, IT, Security, and the broader organization, bringing structure, clarity, and commercial insight to every decision involving third-party spend. You are not an approver. You are a partner who helps the business make better decisions.

Vendor Performance & Risk

Establish and maintain a disciplined vendor performance management framework tracking SLA compliance, commercial commitments, and risk exposure across the spend portfolio. Continuously assess supplier viability, pricing competitiveness, and contract risk. Partner with business owners and IT to ensure OPSWAT maintains healthy optionality and avoids over-concentration in any single vendor.

Your First 12 Months

Months 1–3: Build the foundation. Map the full spend landscape — spend categories, vendor relationships, the contract portfolio, and the gaps in process and governance identifying where the risk is, where the value is, and where the most urgent opportunities are. Establish the working rhythm with Finance, Legal, and business stakeholders. Begin building the intake process and the centralized contract view. Close at least one meaningful renegotiation or cost reduction in your first 90 days.

Months 3–6: Prove the model. The intake process is delivering — business stakeholders are using it, not working around it. The contract portfolio view is current and actionable. You’ve led multiple sourcing initiatives with measurable commercial outcomes. Finance and business leaders are leaning on you for vendor decisions, not just looping you in after the fact. The governance framework is in place and holding.

Months 6–12: Scale the impact. Procurement is operating as a strategic function, not a transactional one. You’ve driven material cost reductions, improved contract terms across key categories, and built the controls and documentation that will hold up under audit scrutiny. The renewal pipeline is fully managed and OPSWAT’s procurement infrastructure is well-governed and built to scale.

This Role Is a Great Fit If You…

• Have 8–12 years of progressive procurement experience, with at least several years owning procurement in a technology or SaaS company — not just supporting it.
• Have built or meaningfully improved procurement processes from scratch, in environments where structure didn’t yet exist.
• Are confident, prepared, and disciplined negotiators who does commercial homework, knows their walk-away, and earns better outcomes through preparation and credibility, not volume.
• Bring strong financial acumen: you can build a business case, model a total cost of ownership, and speak the language of FP&A and Accounting without a translator.
• Are highly organized and process-driven, with the instinct to create clarity in ambiguity and the discipline to maintain it at scale.
• Communicate with confidence at all levels — from operational stakeholders to the CFO. You can translate commercial complexity into clear decisions, and you raise risks early rather than escalating surprises.