The Purchaser 18 - Ruji Akhtar Mahmud

W O R D S: B E C K Y N O R T H F I EL D

RUJI AKHTAR MAHMUD

THE TALENT OF BALANCE WITH A PLETHORA OF ACHIEVEMENTS AND EXTENSIVE INTERNATIONAL EXPERIENCE IN HER ARSENAL, CURRENT MAYORESS OF CAMDEN AND HEAD OF PROCUREMENT AT GE HEALTHCARE RUJI AKHTAR MAHMUD DISCUSSES BALANCING HER CAREERS AND EXCELLING IN THE INDUSTRY.

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P H O T O: S I T H A M S H U M A N O J B I K

In my current role as the Head of Procurement Strategy, Transformation, and Operations at GE Healthcare (GEHC), I lead critical procurement excellence programs and play a pivotal role in operational excellence and value delivery. Currently, my focus is on the creation of a robust procurement function strategy. We’re working on developing a target operating model, formulating transformation roadmaps, and implementing digital solutions within the procurement framework. These initiatives aim to enhance our operational efficiency and contribute to the overall success of the organisation.

My extensive international experience, having worked for several best practice organisations, has shaped my strategic approach to procurement. Specifically,

I have spearheaded digital transformation initiatives and implemented cutting-edge technologies, leveraging my expertise to optimise processes and enhance overall effectiveness in the dynamic field of procurement.

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Can you tell us about your work?

In your experience, how has technology impacted procurement?

In my various roles, I’ve witnessed the profound impact of technology on procurement, particularly in datadriven advancements. Embracing these advancements has yielded tangible benefits such as streamlined processes, heightened efficiency, and overall effectiveness. From leveraging AI for demand forecasting, to implementing automated contract management systems, these technological innovations have 35

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P H O T O: R O H I T TA N D O N

not only enhanced accuracy and speed, but also significantly contributed to agility and strategic value of procurement operations. I have been fortunate to have the opportunity to design digital strategies and deploy advanced tools such as data analytics and automation. And strategic incorporation of technology ensures procurement processes stay at the forefront of industry trends, fostering a dynamic and resilient approach.

What are some challenges you’ve faced as a woman in the technology and procurement field?

As a woman in the male-dominated field of procurement and technology, I have faced hurdles including underestimation of my technical capabilities, talking over me in meetings, and needing to prove expertise significantly more than male peers. Earlier in my career, I struggled to have my voice heard and was not included in key decisions. I leveraged mentors to help boost confidence when facing doubts on my ability to lead complex projects. I quickly learned to clearly showcase technical knowledge, command the room, and confront biassed behaviours headon while bringing more women (diverse talent in general) onto my teams. There is still work needed regarding unconscious bias. I aim to lift

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“My extensive international experience, having worked for several best practice organisations, has shaped my strategic approach to procurement.” other women up through mentorship and calling out inequities.

Additionally, I actively sought mentorship opportunities and contributed to industry discussions, reinforcing my commitment to breaking barriers and driving positive change in traditionally male-dominated fields.

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For women entering procurement and technology, my advice is to seek mentorship, embrace continuous learning, and leverage networking opportunities. Being persistent, showcasing expertise, and actively contributing to industry discussions are key to advancement.

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Can you discuss the importance of women empowerment in the procurement industry?

In the procurement industry, women empowerment is not just a goal, but a strategic imperative. Embracing diversity, particularly through empowering women, brings unique perspectives and innovative solutions to the procurement landscape. Empowering women in procurement is not just about equality; it’s about driving excellence and sustainability through diverse leadership.

ethical and sustainable supply chain processes, and introduce supplier diversity programs.

I serve as a mentor to bring more female voices to the table. Diversity of thought yields better ideas and outcomes, yet women are severely underrepresented at senior levels.

Mentorship and sponsorship programs foster talent. Creating support structures for working parents and promoting work-life balance helps provide opportunities for talented women to advance.

By integrating sustainability into procurement practices, I’ve not only achieved cost efficiencies but also contributed to broader sustainable development goals.

This approach ensures procurement decisions align with ethical and sustainable principles, creating a positive impact on both business, wider society, and the environment.

How has your role as Mayoress of Camden influenced your approach to procurement and leadership?

At GEHC, you drive operational excellence using lean principles e.g., embedded sustainability, and identification of the latest tech. Can you talk about that?

Serving as Mayoress of the London Borough of Camden has influenced my approach to procurement and leadership by enhancing my community engagement skills. This role has strengthened my network and provided valuable insights into local concerns, aligning with my commitment to positive social and environmental impact.

Can you talk about the connection between your work in sustainability and career in procurement?

My work in sustainability and procurement are intricately connected, exemplifying a commitment to environmental and social responsibility. For instance, initiatives to reduce scope 3 carbon emissions, promote 38

“For women entering procurement and technology, my advice is to seek mentorship, embrace continuous learning, and leverage networking opportunities.”

At GEHC, lean principles play a pivotal role in optimising processes, eliminating waste, and enhancing overall efficiency in procurement. For example, by implementing lean methodologies, we are streamlining procurement workflows, improving resource utilisation, redesigning our daily management system, Kaizens on existing processes etcetera.

Embedded sustainability is a key aspect of our approach. Initiatives include incorporation of sustainable sourcing practices, reducing environmental impact throughout the supply chain, and fostering responsible supplier relationships.

The nexus between lean principles, sustainability, and technology doesn’t stop there. It significantly contributes to compliance management. By utilising the latest technologies, we establish robust governance frameworks, implement efficient control systems, and ensure adherence to regulatory requirements. This not only mitigates compliance risks, but also fosters a culture of transparency and accountability in procurement processes.

How do you balance your various roles and responsibilities?

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Identifying and integrating the latest technologies further amplifies our operational excellence. Leveraging advanced analytics, automation, and digital solutions within the procurement framework enhances decisionmaking processes and ensures real-time visibility into the supply chain.

Balancing various roles, including being a non-executive director and mayoress, involves effective time management and strategic prioritisation – that’s a given.

I selected these roles as they have a lot of synergies which allow me to learn from each role and add value to the other. For example, in one of the NED roles, I’m currently working on developing an ethical recruitment charter and governance framework, aiming to secure endorsement from key partners to establish industry best practices – this is the other side of the table to developing a supplier code of conduct. My diverse experiences contribute to a holistic leadership approach, enhancing my ability to positively impact both corporate and community realms.

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The pandemic provided an opportunity to reset outdated notions that work must be 9-5 in the office. I’m grateful for an understanding family and workplace flexibility. My children are older now, but my husband and I still divide responsibilities based on shifting bandwidth: one person can’t do everything!

Maintaining balance is always an ongoing work-in-progress as demands evolve.

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How do you incorporate your external experiences and knowledge into your work in procurement?

I incorporate learnings from past commercial roles, board service, and political advisory to promote ethical, sustainable practices.

External experiences, such as advisory roles with The Chartered Institute of Procurement and Supply, being a Panellist for ProcureTech 100, and mentoring other procurement professionals, enrich my work in procurement by providing diverse perspectives and staying informed about industry trends. Non-executive director experience gives unique governance insights ensuring procurement decisions fully align to overarching corporate objectives.

What does your role as Mayoress comprise of?

As Mayoress, I serve as Chief Advisor, engaging with the community and fostering international cooperation. This role shares similarities with my other leadership positions, emphasising strategic thinking, community engagement, and impactful decision-making.

With the rise of artificial intelligence and automation, how do you see these technologies influencing the future of procurement, and what steps are you taking to prepare for these changes?

I see AI and automation as essential to improving procurement velocity, scalability and augmenting human capabilities. Over the next decade, wide scale adoption will dramatically transform elements of source-tosettle processes, though not entirely replace complex cognitive tasks. As we scale AI, ensuring transparency and ethical usage 40

is paramount. I believe the best outcomes require human and artificial intelligence combined – machines processing vast data to inform human strategic decisions.

As a female leader in procurement, have you faced any unique challenges or opportunities related to gender diversity in your career, and how have you navigated them?

Gender inequity poses persistent issues in procurement leadership which I have experienced firsthand. Navigating careers and motherhood poses hurdles for women which I directly encountered.

I have dealt with more than my fair share of hurdles related to gender diversity and unconscious bias. Early in my career, I was often excluded from key strategy meetings and found my expertise and ideas were not given equal consideration. At times, it felt deflating to have my contributions minimised compared to male peers. I was passed over for promotions when my children were young, and was told outright that leadership didn’t believe I could balance priorities with a young family. Meanwhile, my husband advanced rapidly into leadership positions in the tech sector during the same period.

The frustration was immense sometimes – I was left wondering if achieving my career aspirations and being an engaged mother were mutually exclusive.

However, with resilience, support from mentors, and prioritising what mattered most, I pushed through what felt like a constant juggling act during those intensive parenting years. I gained confidence and learned to overcome imposter syndrome, leverage my proven capabilities, and confront biassed behaviours head on.

After proving myself time and again, delivering complex negotiations, transformation programs and millions in savings these last several years, I finally earned the senior title to match responsibilities.

How have your past professional roles and experiences uniquely positioned you for success in your current position as Head of Procurement?

My breadth of procurement exposures – across both direct/indirect categories,

“My work in sustainability and procurement are intricately connected, exemplifying a commitment to environmental and social responsibility.”

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My approach has been multi-pronged – on an individual level I was seeking mentorship to combat doubts, learning to command rooms often dominated by men, while raising up other women beside me. While we still have far to go, the progress over my career has been immense, and I am committed to paving the way for the next generation of female leaders.

My experiences drive me to continue breaking barriers for women and working parents, and realise competitive advantages of diversity in my teams. The challenges faced made me a resilient, compassionate and a determined leader, passionate about finding others’ potential.

various sectors and global regions – allows me to rapidly understand nuances and drive improvements across our spend portfolio.

I leverage past cost savings program leadership to continually identify opportunities for efficiency gains and innovations.

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Transformation program management equips me to effectively lead complex change initiatives, overcoming adoption hurdles with structured plans. Data analytics and systems implementation experience enables me to pinpoint how technologies can address pain points through process automation or otherwise. And my commercial negotiations history brings rigorous sourcing strategies targeting value beyond purely cost – spanning risk mitigation, innovation, sustainability and more from suppliers.

Reflecting on your career journey, could you share a pivotal moment or experience that significantly shaped your approach to procurement leadership?

Earlier in my career, while leading a complex system implementation, ambiguity on requirements and approach led to tensions between my team and business partners. I failed to engage stakeholders effectively throughout.

Upon launching, significant issues emerged, making me reflect on the value of transparency.

I pivoted to over communicating, meeting constantly with project teams and leadership to discuss options, tradeoffs and progress. Initiating two-way dialogue, and really listening to needs while setting clear expectations, built immense trust and consensus. We turned things around after several months. Now, proactive stakeholder collaboration is integral to my leadership style for aligning priorities early and often. I still remind

myself each day to over communicate!

As a procurement leader, how do you stay informed about industry trends and emerging technologies to continually improve procurement practices?

Staying abreast of developments from blockchain to data analytics allows me to pinpoint innovations capable of driving value, whether through supply chain transparency, forecast accuracy improvements, or invoice processing cost reductions. With any new solution, structured change management is critical – I involve stakeholders early, and persistently communicate the “why” behind changes to gain buy-in. Quick-win pilots provide proof points on capabilities and user experience before judiciously scaling innovations more broadly.

What advice would you give to aspiring female leaders?

When an opportunity comes your way give it a go – worst case you’ll learn something!

And keep pushing those doors until they open, and once you’re in, hold the door open for others.

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