What is your role and your day-to-day responsibilities?
As CEO of a software SaaS company, I spend time with my leadership team focusing on the product and obsessing over the problems we're trying to solve for our customers. I focus on making sure all of our teams – internal product management, sales, engineering and customer support – are functioning at optimal levels. I also enjoy spending time with our customers, hearing about their pain points and how they're actually using the software we've built.
What is something that you wish more people knew about sourcing and procurement?
Sourcing isn't just about finding the right vendor or supplier, it's about understanding the problems business stakeholders are trying to solve. Very often I see teams obsess over the solution, its features and price, rather than focusing on the problem the stakeholder is experiencing. The best sourcing and procurement teams I've worked with are strategic in their approach and never lose sight of the pain points stakeholders have throughout the sourcing process.
Alex Saric is Chief Marketing Officer at Ivalua and has spent over 17 years of his career evangelizing Spend Management, shaping its evolution and working closely with hundreds of customers to support their Digital Transformation journeys. As CMO, Alex leads overall marketing strategy and thought leadership programs. At SIG's Eastern Regional SIGnature event on September 12, Alex will show you how to map a path that allows you to rapidly progress to best-in-class procurement to establish a competitive advantage in your company. He began his career in the U.S. Army Cavalry, leading tank and scout platoons through two combat deployments. Alex holds a B.S. in Economics from the U.S. Military Academy at West Point and an international M.B.A. from INSEAD.
How should success be defined when it comes to digital transformation?
The temptation, and what we see most often today, is viewing it as performance on a set of metric benchmarks. Falling in the top quartile or top 20% of metrics, like percent under management and a level of touchless invoicing can qualify companies as best-in-class, which is often viewed as a success. These metrics are good to track and work toward, but they should be interim objectives on a longer journey. If those are your goals, you are on a path to mediocrity, not toward being a strategic value driver.