In modern marketing procurement, a recurring theme is the need for adaptability, transparency, and education.
Last Monday, I attended a panel session at ProcureCon US Los Angeles, where industry leaders shared insights on how procurement professionals can navigate this dynamic environment.
In keeping with ADLINGO conference tradition, here are my notes.
1. Value Is Not a Universal Constant
The discussion opened with a reflection on value—an idea that shifts based on perspective. For Robyn Freye, Chief Growth Officer at Stagwell, the marketing landscape is undergoing radical transformation. Bridging the gaps between marketing, procurement, and finance requires speaking each other’s languages and finding common ground on what “value” means.
Sabrina Traskos, VP of Strategic Sourcing & Procurement at Regeneron, expanded on this, emphasizing the “polyglot” nature of procurement roles.
“We have to speak finance, marketing, and even procurement itself,” she explained. The ability to translate these perspectives fosters alignment and, ultimately, trust.
2. The Evolving Nature of Partnerships
Several panelists noted the importance of moving beyond transactional relationships. Alejandro Bustamante from The Clorox Company highlighted that agency relationships are often stuck in transactional cycles. To move forward, partnerships must prioritize transparency, shared goals, and mutual education.
“Transparency” emerged as a buzzword, but it’s not just lip service. Amanda DeVito, MBA, CMO at Butler/Till, remarked, “Procurement can push us to be better, driving outcomes even before we do.”
When treated as partners from the onset, procurement teams can unlock better collaboration and stronger results.
3. Trust as the Foundation of Success
Trust isn’t a given—it’s earned and built over time. Whether through open communication, joint goals, or the seemingly whimsical suggestion of “couples therapy” for procurement and marketing, trust demands effort.
DeVito’s tongue-in-cheek idea illustrates an important point: trust hinges on alignment. Everyone must be clear about their roles, responsibilities, and expectations from the outset.
For instance, Traskos pointed out a recurring issue: unclear briefs. “We still have conversations about what a brief should include,” she said. A clear brief eliminates guesswork and reduces inefficiencies.
4. Education: The Key to Unlocking Value
Education—of both procurement teams and their partners—was a central theme. Freye described how a large CPG company recently invited Stagwell to educate its teams on AI and modern production.
The takeaway? Transparency around learning gaps leads to better partnerships.
Bustamante emphasized the importance of continual learning, urging practitioners to leverage industry conferences, certifications, and networking opportunities. With the rapid pace of AI and digital transformation, staying informed is non-negotiable.
5. Evolving Talent for a Changing Landscape
As marketing procurement matures, so too must its talent pool. Traskos noted a shift in skills: today’s category managers need to be multilingual influencers who manage complex, cross-functional goals. Routine tasks are increasingly automated, leaving strategic thinking as the key differentiator.
Education is equally vital on the agency side. Freye underscored the need for agencies to better understand procurement teams’ definitions of value and operational dynamics. Alignment here can prevent mismatched expectations and inefficiencies.
6. Don’t Single Source Your Conversations
Perhaps the session’s most resonant idea came from Traskos: “You can single-source your spend, but don’t single source who you talk to.”
This encapsulates the need for diverse perspectives, ongoing education, and collaborative partnerships. Whether engaging with internal teams, agencies, or external experts, procurement’s success lies in its ability to integrate and adapt.
Looking Ahead to 2025
The panel concluded with a focus on the future. Bustamante encouraged integration with marketing teams, not just as participants but as collaborators. DeVito suggested rethinking traditional processes like RFPs, while Freye emphasized a commitment to transformation: “If you’re doing things the same way in 2025 as you did in 2023, it’s probably not going to work.”
Procurement can solidify its role as a strategic partner in driving business outcomes by defining clear expectations and fostering open communication.
Procurement must be agile, proactive, and collaborative. Trust, transparency, and continuous learning are no longer optional—they’re essential. In an era of AI and digital transformation, procurement teams have the opportunity to lead, but only if they embrace evolution and engage with diverse voices.
In summary, broaden your conversations, deepen your relationships, and never stop learning. Because marketing procurement is not just about managing spend—it’s about driving value.
