Head of Procurement at Moneybox in London

Job description

About Moneybox At Moneybox, our mission is to give everyone the means to get more out of life. We're guided by our belief that wealth isn't about the money, it's about the means to more - more freedom, opportunities, possibilities, and peace of mind. Moneybox is an award-winning wealth management platform, helping over one and a half million people build wealth throughout their lives, whether they’re saving and investing, buying their first home, or planning for retirement. Moneybox has grown from ~£5bn to ~£25bn of assets under administration in three years. The suppliers we rely on have grown with us, in number, in importance and in regulatory significance, and the way we choose, contract and manage them now needs to keep pace with business growth and regulatory change. We have genuine strengths to build on, particularly in how our Legal, Data Protection and InfoSec Teams negotiate with our most important partners, but need to continue evolving our full third-party lifecycle management approach. 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