- Role
- Product Manager, Global Procurement
- Employer
- Tiffany & Co.
- Period
- May 2021-May 2022 (formal PM role)
In one minute
At Tiffany & Co., I held product responsibility for Global Procurement technology supporting approximately $1B in annual spend and 2,000+ users, and managed three direct reports. My earlier Global Store Development work built the systems foundation for that role.
Scope and leadership
My formal title was Product Manager, Global Procurement. I had three formal direct reports and held product responsibility within global procurement operations.
Product technology operating across approximately $1B in annual spend and 2,000+ users.
I conducted performance reviews, coached problem solving, technical confidence, and presentations, and recommended a Senior Analyst promotion that was approved by leadership above me.
Procurement improvements
In Global Procurement, I used user and spend data to identify administration bottlenecks and inform automation work. Integration improvements connected internal systems including HR, ERP, and tax.
Collect and analyze data to create process improvement strategies for Tiffany’s internal systems, including an analysis of user and spend data to identify administration bottlenecks, resulting in increase of automation of order workflows by 50%
Optimize integrations for Tiffany’s internal systems (i.e., HR, ERP, and tax) by leading team of developers and engineers to implement strategic software enhancements, increasing automation and reducing errors by 80% in the first 6 months
Supplier reconciliation
Bunzl: finding the billing discrepancies
For Bunzl’s blue-box billing, my team and I reconciled invoices, payments and ledger records across systems. We reviewed discrepancies with the supplier’s executives and accounting teams and worked on billing changes to reduce recurring errors.
The reconciliation identified millions in supplier overcharges. Outstanding discrepancies reduced over time, and we continued reviewing supplier balances. This is an identified-overcharge result, not a stated cash refund.
Global Store Development
The earlier systems foundation
As Senior Business Analyst in Global Store Development from March 2016 to January 2018, I worked on financial systems and construction project-management processes. This work preceded my procurement Product Manager role.
A single access point for project information and analysis across 25+ global financial systems.
Headed trainings and developed documentation for construction project management life cycle improvements across Americas, EMEA, and Asia-Pacific internal teams
Career context
Two distinct roles
The case spans distinct Tiffany roles. The 25+ financial-system integration belongs to Global Store Development, where I was Senior Business Analyst from March 2016 to January 2018. The procurement PM role followed in May 2021-May 2022. The construction-portfolio software also belongs to Global Store Development.
Stakes
What was at stake
Global procurement depends on business rules, approvals, data, systems of record, and teams working together. The product has to support the whole process.
What this proves I can do for you
I lead product in controlled enterprise environments where adoption, governance, integrations, and team leadership matter as much as the feature set.
Relevant problem?