Procure-to-Pay Director (PTP)

Procure-to-Pay Director (PTP)  

P2P Director is a strategic leadership role responsible for shaping and executing the vision for procure-to-pay operations—specifically focusing on verification, accounts payable, and vendor query handling—within the Global Business Services (GBS) framework. This role demands exceptional business acumen, transformation leadership, and stakeholder management capabilities to drive operational excellence across complex, multi-entity environments.

The P2P Director plays a critical role in ensuring strong governance and regulatory compliance across all P2P-related processes. This includes establishing and maintaining internal controls, aligning operations with global financial standards, and proactively managing risk. The role requires a sharp focus on audit readiness, policy enforcement, and continuous improvement of compliance frameworks to uphold the integrity, transparency, and efficiency of financial operations.

Core Responsibilities

The Director of PTP should be accountable for the end-to-end performance and governance of all components of P2P processing. This includes:

• Operational Excellence: Leading the establishment and maintenance of a robust framework that ensures timely invoice processing, efficient handling of vendor inquiries, and accurate verification activities across diverse regions.

• End-to-End Process Stewardship: Championing the harmonization, automation, and ongoing enhancement of all Procure-to-Pay (PTP) processes to drive consistency and scalability.

• Strategic Stakeholder Engagement: Partnering closely with internal functions such as GPO, Regional / Custer Finance across the globe including CFOs, and Compliance, as well as external collaborators like auditors and automation providers (e.g., UIPath), to align on service standards and delivery expectations.

• Team Oversight: Not Managing FTE allocation, productivity, and performance metrics across various locations – nevertheless Managing Strategic KPI

Required Competencies

Strategic Leadership

• Vision & Direction: Ability to define and evolve the PTP strategy in alignment with enterprise transformation goals and global finance operating models.

• Business Acumen: Deep understanding of finance operations, shared service/global business services, and the impact of P2P on working capital and supplier relationships.

Stakeholder Management

• Cross-Functional Influence: Proven ability to engage and align with senior stakeholders across GPO, Compliance, IT, and external partners (e.g., Schenker integration) to drive service excellence 

• Relationship Building: Skilled in navigating complex stakeholder landscapes, including matrixed reporting lines and global delivery models,

 Change Leadership

• Structured Change Execution: Experience embedding change management frameworks into project delivery, ensuring adoption across diverse teams and geographies 

• Cultural Agility: Ability to lead through ambiguity and resistance, fostering a culture of adaptability and continuous improvement.

 Operational Excellence

• Process Ownership: End-to-end accountability automation, SLA/KPI governance, standardization, optimization.

• Technology Enablement: Familiarity with SAP S/4HANA, VQH portals, and automation tools like UIPath or AP coding bots 

 People Leadership

• Team Development: Track record of building high-performing teams, succession planning, and coaching leaders across various locations

• Performance Culture: Drives accountability through strategic KPIs, not just FTE oversight, ensuring alignment with business outcomes.

Governance & Compliance

• Risk & Controls: Strong in internal controls, audit readiness, and frameworks like Quality Management (QMS)

• Policy Sergeant\Controller : Ensures adherence to global standards while adapting to local regulatory and operational nuances.