Head of Procurement
- Hiring from
- United Kingdom
- Work type
- Hybrid
- Posted
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As Head of Procurement, you will build and then run the function. You will own the target operating model, make Moneybox’s approach proportionate, with fast routes for genuinely low-risk purchases and real challenge where the regulatory and commercial risks sit. You will be the front door for every new third-party need and the owner of a single view of our supplier estate.
This is a builder-into-runner role: the first 12 to 18 months focus on designing and embedding the model, and then on running it well and raising the capability of the people around you. Being a Head of at Moneybox also means helping to define company strategy through cross-functional committees and quarterly planning, and maintaining our culture by living and promoting our values.
What You’ll Do
Operating model and policy
Own the target operating model for the third-party lifecycle, with clear roles and accountability for the business, procurement, risk, legal, compliance and operations
Replace value-only tiering with a risk-based framework, and own the procurement policy, approval and signing matrices
The front door
Own the procurement gateway, checking every new need is ready to proceed and setting clear expectations on route, timeline and priority
Challenge and shape requirements early, including build-or-buy and whether an existing supplier could meet the need
Sourcing and negotiation
Working with business owners, leading RFPs, and triage engagements before specialists are involved so that second-line teams see only what genuinely needs them
Lead negotiation on material engagements, building in exit and alternative-provider contingency while leverage still exists
Compile an independent risk assessment before signing, and escalate where a proposal falls outside risk appetite or departs from its business case
Supplier estate, contracts and renewals
Build a single view of the supplier estate, its criticality, risk and duplication, and lead consolidation and more strategic relationships
Run a forward renewal pipeline with lead times set by risk, so every significant renewal is a real decision rather than a deadline
Bring long-standing relationships up to the new standard through the first renewal cycles, in order of risk
Third-party risk and operational resilience
Act as first line for the second-line teams, and drive consistent risk matrices aligned to the Executive Committee’s risk appetite
Work with the Third Parties and Operational Resilience team so that critical suppliers have robust continuity, recovery and exit plans and that in life expectations are embedded with suppliers and business owners from inception
Capability, culture and technology
Make procurement help the business move faster and decide better, raising capability through playbooks, coaching and well-designed tools
Set the direction for procurement systems, data and AI, and make the case for the resourcing the model needs
Who you are
Results-first leader: You possess an ego-less approach to success, instinctively prioritising collective company outcomes over personal or functional ambition
Cross-functional catalyst: You thrive in shared-goal environments, understanding that true accountability means bridging silos to ensure the entire team wins, not just your department
Hungry & intellectually curious: You bring an exceptional work ethic and a “thirst for knowledge” that drives you to constantly improve yourself and the systems around you
Action-oriented: You have the acumen to translate high-level strategy into tangible outputs, ensuring that “commitment” isn’t just a word, but a measurable result
Collaborative communicator: You build trust by being radically honest, admitting mistakes and asking for help, and you prefer healthy debate to reach the best outcomes
Experience and Skills
Procurement leadership in regulated financial services: You have led a procurement or third-party function, or a substantial part of one, in an FCA or PRA regulated firm
Operating model builder: You have designed and embedded a procurement or third-party operating model from a low base, and then run it, rather than inheriting a mature function
Senior presence and independence: You have the experience to genuinely test the readiness of a request, hold a position with directors and heads of department, and turn a complex supplier or risk position into a clear recommendation for executive audiences
Third-party risk literacy: You understand legal, data protection, information security and AI risk well enough to spot gaps early and resolve standard positions without needing a specialist every time
Regulatory grounding: You know UK requirements on outsourcing, operational resilience and third-party risk, including critical and material third parties, exit planning and regulatory reporting
Commercial negotiation: You have a track record of negotiating material, complex technology and service contracts, and of creating value across a supplier estate rather than deal by deal
Proportionate and capability-building: You match effort to risk, raise the capability of non-specialists, and see a practical role for automation and AI in routine work