As Posterity Global’s Director of Insight, Innovation and Impact, I'm responsible for helping a broad range of organisations who want to herald a procurement renaissance. Modernising and reimagining procurement policies, procedures, processes, and working practices are all vital levers to achieve inclusive, equitable and sustainable policy outcomes that have positive economic, social, cultural, and environmental impacts, which must span generations.This is underpinned by and supports the United Nations’ Pact for the Future, which world leaders adopted during the Summit of the Future on 22 September 2024.The Pact includes a Global Digital Compact and a Declaration on Future Generations, and covers a broad range of themes ranging from peace and security, sustainable development, climate change, digital cooperation, human rights, gender, youth and future generations, and the transformation of global governance.

This new Working Group will produce a ‘Model Policy on Intergenerational Procurement’ to support city administrations to meet the needs of people and the planet, today and for future generations, through digital transformation.As identified in the excellent 'Human Learning Systems: A practical guide for the curious' from the Centre for Public Impact, the fundamental basis on which contracts are created, let and managed will need to shift in order to promote trust, honesty, collaboration and shared learning.The Model Policy on Intergenerational Procurement will be designed to help city administrations to think about and plan activities that will create emergent results. This represents a mindset shift in investment-related decisions made at any stage of the procurement cycle, which embraces the complex reality of how outcomes are actually made through the public contracting process.This Working Group will build on the work of the former U4SSC Thematic Group on ‘Procurement for Smart Sustainable Cities’, which developed and launched the ‘Procurement Guidelines for Smart Sustainable Cities’ in May 2023.

The Government of Romania, in collaboration with the World Bank Group, is undertaking a significant digital transformation initiative aimed at modernising its public sector IT infrastructure. Central to this effort is the development of a Government Cloud Platform (GCP), a key component of the National Recovery and Resilience Plan (NRRP).A critical aspect of the GCP initiative is the establishment of a GCP Marketplace, which will enable private sector companies to offer solutions within the government cloud environment, fostering innovation and providing government entities with access to a wide range of cloud-based services and applications.The development of a comprehensive roadmap for the GCP Marketplace, strategising to attract digital talent to the government, and building digital competencies for civil servants with tailored training programs, is essential to ensure its successful implementation and to maximise its potential benefits.Preparing a comprehensive GCP Marketplace Roadmap will provide strategic direction, technical guidelines, and policy recommendations for establishing a functional and efficient marketplace for cloud services.

It's fundamental that national, regional and local governments embrace social purpose digital commissioning by moving away from narrow, compliance-led, process-oriented, and siloed approaches in public procurement. This means:- mainstreaming human-centred design, data-driven, agile and open approaches in public procurement.- investing in multidisciplinary and cross-functional teams (where commercial practitioners are embedded with digital, data and technology delivery practitioners) founded on honesty, transparency, collaboration and integrity.- using public procurement approaches that are fit for the 21st century, as a lever to achieve inclusive, equitable and sustainable policy outcomes that have positive economic, social and cultural, and environmental impacts.- seizing the opportunities provided by digital government, open data and new technologies throughout the full public spending lifecycle - from planning, through to procurement and contracting, and beyond into implementation and service delivery - to help prevent corruption and sustainably meet the needs of citizens, businesses, communities and societies.

Leading the excellent team who are helping the public sector buy what it needs to deliver great digital services. Leading procurement transformation to support the GDS Technology Group’s wider reforms. Follow what we're doing: https://digitalmarketplace.blog.gov.uk/ and https://twitter.com/GOVUKdigimkt

Transforming the way the Public Sector buys IT and digital services through a business change programme, enabled by a single digital marketplace where people can buy and sell technology and related services.

Work stream lead responsible for the creation and implementation of the Digital Procurement Framework as part of the GDS Transformation Programme, to enable the UK Government to become 'Digital by Default'.http://digital.cabinetoffice.gov.uk/

Delivery [aka strategy] | Procurement transformation | CommissioningHeraclitus wasn't wrong when he philosophised that the only thing that is constant is change. He was talking about good character being something that is not formed in a week or a month. It is created little by little, day by day.To stay ahead of the game, organisations need to be able to adapt to any changes that affect their livelihood, and innovate quickly and simply to meet the needs of the people that matter to them the most.For the best outcomes, new ideas should be prototyped, tested repeatedly and quickly, and continuously delivered.

Managed a number of critical path activities (supplier selection through OJEU and commercial approach definition) for Network Rail’s high profile Traffic Management Programme, including:• Supplier Dialogue – managed a series of question/answer workshops with short-listed suppliers, which required open, 2-way information sharing/gathering to assist (i) Network Rail with developing its Output Specification of Requirements for the RFP, (ii) the suppliers develop their thinking to improve their responses• RFP – completed the drafting and issuing of the RFP, including managing the evaluation and moderation process that involved over 40 multidisciplinary subject matter experts (SMEs from engineering, technology, signallers/operators, and train/freight operating companies backgrounds)• Commercial delivery model – collaboration/alliancing model for the national implementation of Traffic Management, supported by BS11000, in support of the National Operating Strategy• Stakeholder management - building long-lasting stakeholder relationships, internally and externally (with suppliers, supply chains and industry participants)

Small career break, having fun, delighting people who wanted to learn how to snowboard according to the British Association of Snowsports Instructors (BASI) method.

• Off-shoring• eAuctions• Oracle/P2P• Business Travel• Utilities (Flexible Gas and Half-Hourly/Non Half-Hourly Electricity)• Telecoms (Mobiles and Fixed Line)• Workplace Management (Catering, Front of House, Cleaning, Maintenance & Repairs)• HR (Recruitment, Occupational Health)• IT Hardware, Software, Networks and Maintenance• Print consumables and hardware maintenance

• Supplier & Project Management – implemented partnership programmes with best of breed solution providers; maximising revenues from software implementations; ensuring delivery against customers’ implementation milestones; oversaw front- and back-office integrations with suppliers' systems• Analytics – Analysed customers’ expenditure/invoice data and business processes