01
Fragmented supplier decisions
Sites negotiate locally, supplier panels multiply, pricing discipline erodes and scale advantage disappears.
Operating Partner Perspective
Fixing procurement decisions that destroy EBITDA, cash and execution.
Most industrial groups do not have a procurement problem. They have a decision problem impacting margin, working capital, supplier control and CAPEX discipline.
ImpactEBITDA protection
ImpactCash acceleration
ImpactCAPEX discipline
ImpactExecution control
Where Value Is Lost
The issue is rarely sourcing. It is fragmented decision-making.
Value leakage usually comes from local optimization, weak arbitration, uncontrolled specifications, and procurement teams trapped in reporting rather than decision ownership.
02
CAPEX approved without challenge
Specifications are accepted as given, design-to-cost is absent and investment logic becomes weak.
03
Payment terms destroying cash
Terms are negotiated locally, inconsistently and without working capital governance.
04
Procurement reduced to reporting
Leadership sees dashboards, but no real arbitration, no control tower and no economic decisions.
What I Fix
Direct intervention where industrial economics are won or lost.
The mandate is not to “improve procurement” in the abstract. It is to restore governance, sharpen decisions, and reconnect procurement to EBITDA, cash generation and execution quality.
01
Procurement Governance
Restore control on supplier decisions, price discipline, contract coverage and management arbitration.
02
CAPEX Discipline
Challenge specifications, redesign cost structures, align panels and enforce investment logic.
03
Cash & Risk Control
Fix payment terms, supplier dependency, continuity exposure and hidden working capital leakage.
Selected Situations
Experience built in real operating environments, not advisory theatre.
Case 01
Energy Governance Recovery
Centralized energy hedging governance after fragmented local practices, contributing to €30M+ value creation.
Case 02
CAPEX Redesign
Design-to-cost and specification challenge reducing cost by 20–30% and compressing delivery timelines materially.
Case 03
Working Capital Improvement
Payment term harmonization across multi-site operations to improve cash discipline and supplier control.
Approach
Board-level clarity. Operator-level execution.
This is not a consulting exercise. It is a decision and execution mandate designed for industrial complexity, where time matters, facts matter and ownership matters.
Operating Model
Direct access to the people who own the outcome
- Direct interface with CEO, CFO and operating leadership
- Fact-based prioritization, not generic transformation language
- Clear link to EBITDA, free cash flow and risk reduction
- Execution calibrated to industrial realities
Execution Principle
No consulting theatre
- No endless diagnostics disconnected from action
- No slide production without decisions
- No procurement jargon without economic impact
- Decisions, execution and measurable outcomes
Procurement failures are rarely procurement failures. They are governance failures with direct consequences on margin, cash and execution.
Leadership
Senior operator perspective, shaped by scale and complexity.
Founder
Damien Poujol
Former Global Director of Indirect Materials with 20 years across complex industrial environments, including multi-site operations across 300+ industrial sites and 46 countries, and CAPEX governance at scale.
Positioning
Operating Partner mindset
I intervene directly where procurement decisions impact EBITDA, cash generation, investment quality and execution control.
Contact
Discuss a mandate, a portfolio issue or a performance situation.
For CEO, CFO, Operating Partner or Private Equity discussions, contact Damien Poujol directly.