Discover innovative fintech that banks can use today, and connect with senior-level experts who can help you plan for tomorrow.
Save 20% by using code FKV2797TECHLEDGER Bo ok now
Dear Readers,
Welcome to the September edition of The Technology Ledger, where transformation meets execution, and where bold thinking is reshaping how businesses build, buy, and innovate.
We open with a standout feature from Kapitol Group’s CTO, Julie Wright, who is redefining the construction industry through a unique blend of practical tech, human-centred leadership, and innovation at scale. From AI-driven tools like KapGPT to full BIM integration, her work sets a new benchmark for how digital transformation should feel on the ground: safe, sustainable, and empowering.
At BAT, Dmitry Eidzin and Mehdi Bartari unpack the complexity of global transformation, showing how sharp strategy, data fluency, and AI adoption are delivering value across markets. Their joint interview offers a rare, inside look at what it takes to turn big ideas into measurable business impact.
We’re also thrilled to feature Canva’s Vinod Kumar, who brings clarity and courage to the fast-moving world of technology procurement. His take on SaaS sourcing, vendor collaboration, and culture-driven innovation is a must-read for any procurement leader working at the intersection of creativity and speed.
This edition also highlights Compleat Software CEO Philip Douglas, who shares the vision behind intelligent automation in the P2P space, and Erik Drown of Select Technology, who brings a grounded perspective on sourcing, resilience, and AI adoption in complex global supply networks.
As always, this issue is built on the voices of real-world technology leaders, those who are not just talking about the future, but building it. Enjoy the read!
EDITOR
Christopher O’Connor
CREATIVE DIRECTOR
Martyn Oakley
DESIGN SUPPORT
James Pate
SOCIAL MEDIA MANAGER
Summah Buisson
PROJECT DIRECTORS
Stuart Irving
Phillip Forde
Jack Pascall
PRODUCTION MANAGER
Ewa Piwoni
No.159, Field Maple Barns, Weston Green Road, Weston Longville, Norwich, Norfolk, NR9 5LA
ACCOUNTS
Emilio Vences
Joseph Heaton
MANAGING DIRECTOR
Alex Reay
CHIEF OPERATING OFFICER
Fabian Stasiak
CHIEF EXECUTIVE OFFICER
Alex Barron
If you would like more information about ways in which The Technology Ledger can promote your business please email | info@thetechnologyledger.com
The Technology Ledger does not accept responsibility for omissions or errors. The points of view expressed in articles by attributing writers and/or in advertisements included in this magazine do not necessarily represent those of the publisher. Any resemblance to real persons, living or dead is purely coincidental. Whilst every effort is made to ensure the accuracy of the information contained within this magazine, no legal responsibility will be accepted by the publishers for loss arising from use of information published. All rights reserved. No part of this publication may be reproduced or stored in a retrievable system or transmitted in any form or by any means without the prior written consent of the publisher.
BUILDING SMARTER
Julie Wright on Reimagining Construction Through Technology and Culture
As Chief Technology Officer at Kapitol Group, Julie Wright is leading a bold transformation of the construction industry, one that blends cutting-edge digital tools with a deep commitment to people, safety, and sustainability. With a career rooted in making technology practical and outcome-driven, Julie has championed a shift in how construction teams work, collaborate, and innovate. From integrating foundational capabilities across all projects to deploying AI-driven platforms like KapGPT, her work is redefining what’s possible on and off the job site. In this exclusive interview, Julie shares how Kapitol’s tech-forward strategy is not only enhancing safety and efficiency, but also building a culture where innovation thrives and the future of construction is already taking shape.
Career Journey
Can you share your career journey and what led you to your current role as Chief Technology Officer at Kapitol Group? What experiences have most influenced your approach to technology leadership in the construction industry?
My career has always centred around making technology practical, accessible, and valuable for people. I started in IT but quickly realised that the real impact comes when technology is directly tied to outcomes and the way people work every day. Over the years, I’ve worked across a range of industries, always with a focus on the bigger picture driving efficiency, solving problems, and enabling sustainable change.
These experiences taught me to look beyond the tools themselves and instead ask, “How will this make life easier for the people using it?” When I stepped into the role of Chief Technology Officer at Kapitol Group, the construction industry felt like the perfect fit, fast-paced, complex, and ready for transformation.
What has shaped me most is leading programs where success wasn’t just about the tech, but about trust, adoption, and creating cultures that embrace change. I deeply believe that technology can revolutionise traditional construction paradigms, promote a healthier work-life balance, reduce working hours, and ultimately help send our people home safely to their families and loved ones.
Driving Digital Transformation
Kapitol Group is known for embracing cutting-edge digital technology to revolutionise construction. How have you led the digital transformation initiatives, and what have been the most significant impacts on project delivery and efficiency?
At Kapitol, our digital transformation journey has been about embedding foundational technology into the DNA of our operating model not bolting it on as an afterthought. I’ve led initiatives such as centralising document management, standardising data structures, and rolling out AI-driven platforms like KapGPT, which saves hours of manual searching and document review.
We’ve also invested in tools that support cross-disciplinary collaboration and provide real-time, datadriven insights. The impacts have been substantial: reduced duplication of effort, faster approvals, less rework, and improved alignment between site and office teams.
Most importantly, it’s changed how our teams perceive technology. It’s no longer seen as an added burden but as a genuine enabler of efficiency and safety. By focusing on eliminating pain points and automating low-value tasks, we’ve freed up our people to engage in higher-order problem-solving and innovation where true transformation takes place.
Implementing Building Information Modelling (BIM)
Kapitol requires BIM on all projects, regardless of size or complexity. What challenges and benefits have you encountered in implementing BIM across the board, and how has it influenced project outcomes?
Mandating VDC and BIM on every project, regardless of size, was a deliberate decision to raise the baseline for project delivery. The biggest initial challenge was mindset. BIM and ACC were often viewed as too resource-intensive or only suited to complex builds. Our goal was to shift that perception by demonstrating the tangible value it brings across all project types.
We invested heavily in training, clear communication, and practical demonstrations to help teams understand how BIM reduces clashes, improves coordination, and enhances client engagement. The benefits have been significant: greater accuracy, smoother workflows between design and site, and fewer costly surprises during construction.
It’s also built stronger trust with our clients, who appreciate the transparency and ability to visualise outcomes before work begins. Over time, BIM has evolved from a perceived compliance task to a core enabler of project success. Making it a non-negotiable standard has created consistency across our projects and lifted overall quality in a way that benefits everyone involved.
Enhancing Safety and Efficiency with Technology
How has the integration of digital tools improved safety measures and operational efficiency on Kapitol’s construction sites? Could you provide examples of specific technologies that have made a significant difference?
Technology has fundamentally reshaped how we manage both safety and efficiency on our sites. For example, using HammerTech to digitise inductions, permits, and incident management ensures compliance is thorough without slowing down site progress. Tools like OpenSpace and Nearmap provide real-time visibility into site conditions, enabling us to identify and address risks before they escalate.
Visibuild has also been a game changer, giving us a centralised platform for quality and safety workflows. It ensures issues are captured, tracked, and closed out with complete transparency, giving site teams and project managers real-time visibility into risks and reinforcing accountability across every trade partner.
AI-driven platforms such as KapGPT further enhance safety by significantly reducing the time spent searching through drawings or compliance documents freeing up site managers to lead proactively. Even simple digital solutions like digitised checklists and live dashboards help ensure nothing is missed and that issues are resolved quickly.
The most important shift has been cultural: digital tools have moved safety from being reactive to predictive. Our teams are now empowered to anticipate issues earlier, reduce delays, and keep people safer on site. At Kapitol, safety and efficiency are no longer separate priorities; they reinforce each other, with technology acting as the enabler.
Future Trends in Construction Technology
Looking ahead, what emerging technologies do you believe will most significantly impact the construction industry, and how is Kapitol preparing to integrate these advancements into its operations?
The construction industry is on the cusp of significant change, and three areas stand out. First, AI and automation will transform how we manage information. Tools that can instantly analyse, summarise, and predict will become standard, freeing people to focus on higher-value tasks. Second, robotics and modular construction will gain momentum as solutions to productivity and labour shortages. Third, sustainability technologies including digital twins, material tracking, and energy modelling will become essential as we move toward net zero targets. At Kapitol, we’re preparing by building an AIready data strategy, ensuring our platforms are scalable, and training our people to maximise the value of these tools. The goal isn’t just to adopt new tech, but to embed it seamlessly into operations so that efficiency, safety, and sustainability gains are realised organically.
The companies that will lead the future are those that align technology with culture and delivery. A mindset of trial and error, backed by board-level support to take risks and learn from failure, is crucial. We don’t always get it right and that’s ok. In this industry, quick, incremental change is what drives lasting progress.
The Smarter Way to Work
Book a demo today
www.m-files.com
M-Files: An AI-Driven Document Management System for Construction
As construction firms embrace more regulated, data-intensive government projects, digital transformation has become a strategic imperative. Kapitol Group, one of Australia’s fastestgrowing builders, is leading this shift by adopting M-Files to overcome challenges like file sprawl, version confusion, and fragmented communication. Unlike traditional document management systems, M-Files is a metadatadriven platform that organizes information by what it is, not where it’s stored, enabling instant access, real-time collaboration, and automated workflows. For innovative leaders like Kapitol’s IT team, M-Files integrates seamlessly with industry tools such as Aconex, BIM360, and Procore, while its mobile-first design empowers field teams with offline access, markup tools, and secure approvals.
The latest evolution of M-Files includes native integration with Microsoft 365, enabling seamless interoperability with Copilot, Outlook, Teams, and Purview. This groundbreaking integration allows construction firms to manage all their project information within Microsoft’s trusted infrastructure without disrupting how teams already work. This means enhanced security, compliance, and traceability, all through the familiar M-Files interface. For Kapitol, the results are tangible: faster decision-making, improved audit readiness, and greater efficiency across the project lifecycle. Whether managing defect images, BIM models, or complex workflows, M-Files equips construction teams to work smarter, reduce risk, and stay competitive in a rapidly evolving industry. M-Files is a strategic document management system powerhouse and a strategic enabler for growth, compliance, and operational excellence.
Ready to see how M-Files can support your digital transformation? Visit www.m-files.com to schedule a demo and explore how an AI-driven document management system can fuel your next phase of growth.
Product Owner Insight,Technology Implementation
As a product owner, how do you prioritise and manage the implementation of new technologies within Kapitol’s projects? What strategies ensure that these technologies align with project goals and deliver value?
Introducing new technology always starts with a focus on business value. We ask: will this tool save time, reduce risk, or improve delivery outcomes? From there, we run pilots on live projects to gather real feedback from end users. This ensures we avoid “technology for technology’s sake” and instead focus on solutions that address real pain points.
Prioritisation is guided by balancing impact with effort. Sometimes a simple automation can deliver more value than a complex new platform. Communication is also critical. We ensure teams understand not just what is being introduced, but why it’s being implemented and how it supports their day-to-day work. That clarity builds buy-in and accelerates adoption.
Strategies like staged rollouts, targeted training, and quick feedback loops help us scale tools that deliver measurable benefits. By aligning technology decisions with both project-level and broader business goals, we ensure new tools are not just used but embedded, effective, and valued.
Creating and Supporting a Culture of Innovation
Kapitol emphasises a culture of innovation and continuous improvement. How do you cultivate this mindset within your technology teams, and what initiatives support ongoing learning and development?
A culture of innovation doesn’t come from a single program; it’s built day by day. At Kapitol, we foster this mindset by encouraging our teams to experiment through innovation sprints, hack-style challenges, and open forums where anyone can pitch an idea as well as enterprise wide Innovations competition, such as our latest Build your own Co-Pilot Agent comp. A bit of gamification often gets the creative juices flowing.
We support continuous learning with access to training, mentoring, and tools like our own AI solution, KapGPT, which provides a sandbox for testing new workflows. Recognition is also key. Whether it’s automation that saves hours for the tender team or a new workflow that improves safety, we make sure to highlight and celebrate those wins.
By embedding innovation into our everyday operations rather than treating it as a side project we build momentum. The key is balancing freedom with focus: encouraging creativity while grounding it in outcomes that matter: safer sites, faster delivery, and better experiences for our people and our clients.
The digital transformation partner of choice for engineering and construction companies
Kapitol Group stands at the forefront of construction innovation, known for its emphasis on quality, safety, and operational excellence. To maintain its competitive edge in a digital-first industry, Kapitol required more than off-theshelf technology, it needed a tailored transformation strategy that enhances project delivery, streamlines information management, and aligns with its operational model. If you are designing, constructing, operating or owning a large capital asset we have the solution to transform the way you do it. This is where Cadmus Consulting adds strategic value.
Make Anything Digitise
your construction journey with Autodesk
From design collaboration and construction management to external stakeholder consultation, it’s time to connect all in a shared digital workspace.
Digitise your construction journey. Connect between disciplines, sites, project stages, and stakeholders. Operate as one.
Advice for Aspiring Technology Leaders in Construction
Given your interest in CIO mentorship, what advice would you offer to professionals aspiring to lead technology initiatives in the construction sector? What skills and experiences are crucial for success in this evolving field?
For anyone aspiring to lead technology in construction, my advice is to balance technical expertise with strong people skills. It’s not enough to understand the tools you need to understand the human side of change. Spend time on site, listen to the real challenges teams face, and position technology as a solution to those problems rather than something imposed from above. Strong communication is essential. You need to translate technical benefits into language that resonates with executives, clients, and site teams alike. Seek mentorship learning from others who’ve walked the path accelerates your own development.
In a rapidly evolving space, leading digital transformation requires a thoughtful approach. Starting small and building momentum trying to deliver everything at once can overwhelm both your team and the business. Balance speed with accuracy; don’t aim for perfection, aim for progress. Understand that tools like AI aren’t flawless hallucinations and errors happen, so plan accordingly.
Prioritise high-impact areas that touch the most people this is where you’ll gain trust, traction, and early wins. Most importantly, always keep the big picture in view: technology must be part of an ecosystem that supports long-term scalability, not just short-term fixes. If you can combine vision with practical execution, you’ll be well positioned to lead real and lasting change in this industry.
Kapitol Group is one of Australia’s fastest-growing, Melbournebased construction companies. We deliver innovative, digitally driven commercial, education, industrial, and residential projects—leading in data centre build-outs, while prioritising safety, sustainability, quality, and a culture of doing no harm to improve the industry.
Julie Wright CTO
PROCUREMENT BEYOND PLAYBOOKS
Vinod Kumar on Leading with Curiosity, Clarity, and Courage at Canva
In a company where creativity and speed drive everything, from design to deployment, procurement must do more than keep up; it has to lead. As Technology Sourcing Lead at Canva, Vinod Kumar has embraced this challenge head on. With a background that spans luxury hospitality, banking, and tech, Vinod brings a rare mix of customer centricity, commercial insight, and operational sharpness to the world of technology procurement.
In this interview, he shares how Canva’s fast paced, collaborative culture shapes his sourcing strategy, how AI is already transforming the way procurement adds value, and why building authentic relationships across the business matters more than ever. From navigating SaaS complexities to enabling scale through smart vendor partnerships, Vinod offers a grounded yet future focused perspective on what it really takes to lead procurement in one of the world’s most dynamic tech companies.
Career Journey
Can you share your career path and what led you to your current role as Technology Sourcing Lead at Canva? What experiences have most influenced your approach to technology procurement?
I started my career in luxury hospitality, working across India, the Middle East, and on cruise lines, an experience that instilled in me a deep focus on customer centricity, cost consciousness, and operational excellence. After a decade, I moved to Australia with the goal of transitioning into the corporate world. I joined one of the country’s largest banks to help transform its Corporate Services team.
That role led me to manage an accelerated supplier consolidation program following a major M&A, and eventually into technology procurement after navigating a particularly challenging software audit. Since then, I’ve led complex negotiations with major software vendors, service integrators, and cloud providers, always with a focus on creating long term value.
Looking back, three key experiences have shaped my procurement approach. Hospitality taught me to always put the customer first. That principle now guides how I design procurement processes— building everything around what internal users truly need, while aligning with the company’s broader strategy. I’ve also learned that success in procurement isn’t about squeezing vendors; it’s about understanding usage patterns and unlocking real ROI. And finally, working at Canva has shown me how essential it is to stay tech savvy and market aware. In a fast growing tech company, procurement must enable innovation, not slow it down.
Why
Canva
What attracted you to Canva?
I wanted to join a company that moves fast, solves meaningful problems, and gives me the freedom to truly own my work. Canva delivered on all of that and more.
The first thing that drew me in was the culture. It’s young, dynamic, and deeply collaborative. Everyone thinks like a founder, bold, curious, and unafraid to challenge the status quo. There’s no red tape and no sacred cows. We set a high bar, celebrate wins loudly, and always push for progress over perfection.
That mindset is matched by the scale of what we’re building. Over 240 million people use Canva each month, with more than 35 billion designs created to date. We’re also one of the top AI design platforms globally, our AI tools have already been used over 18 billion times. As Canva expands into the Enterprise space, with customers like Salesforce, DocuSign, and eXp Realty embracing Canva Enterprise —we’re tackling even more complex and impactful challenges.
From a procurement perspective, that means operating at the intersection of velocity, innovation, and real impact. We’re not just ticking boxes, we’re helping shape the future of how people design, collaborate, and create. That’s what makes coming to work every day genuinely exciting.
CANVA ACCELERATES DATA DRIVEN DECISION
MAKING
With the Snowflake Platform and AI Data Cloud
Canva has come a long way from its humble beginnings in Perth, Western Australia. Since its launch in 2013, Canva has established itself as the leading visual communication platform now serving more than 240 million monthly active users and generating more than USD$3 billion in annualised revenue.
Central to this success is a strong culture of data-informed decision-making.
Data is integral to smart decision-making across the organisation, from individual feature launches to executive strategy and development.
However, Canva’s data architecture wasn’t always optimised to support rapid growth. In its early stages, analytics and AI/ML workloads often required switching between multiple platforms to complete tasks, making the process complex and time-consuming. By leveraging Snowflake’s ML capabilities, it has been able to reduce this complexity and streamline certain workflows.
To achieve its mission of empowering the world to design, Canva needed to consolidate data management and utilisation into a single, highly scalable solution.
Through an evaluation, Canva determined the Snowflake platform and AI Data Cloud delivered reliability, flexibility and functionality. It was also easy to use and could grow to support Canva’s flourishing business.
The Snowflake product roadmap also incorporated a range of AI-powered features that could help Canva maximise the value of data to marketing and other functions across the business.
Having quickly built trust internally in the Snowflake platform and AI Data Cloud, Canva now uses a range of Snowflake features to accelerate global growth and product velocity. These include Snowpipe for real-time data ingestion and Cortex AI for business-to-business lead routing.
MAKING SENSE OF FAST GROWING VOLUMES OF DATA
With Snowflake, Canva established a scalable data architecture that supported the business’s appetite for innovation. The platform and AI Data Cloud enabled Canva to continue making sense of data as it increased in volume and complexity. At the same time, the business was able to maintain the efficiency and performance of its systems.
Canva is now poised to push the boundaries of AI and analytics with the Snowflake platform and AI Data Cloud. This means using Snowflake to tackle bigger questions at a lower cost, address more complex problems faster, and answer questions with greater certainty.
To meet these challenges, Canva is testing a range of Snowflake AI capabilities, including Cortex Analyst, a managed, LLM-powered Snowflake Cortex feature that enables organisations to create applications that answer questions based on structured data in the Snowflake platform.
SCALE THOUSANDS OF ADS FASTER WITH SNOWFLAKE
Canva is particularly excited about the opportunities presented by Cortex AISQL to use natural language in SQL queries. With the AI_CLASSIFY function, the business can understand core messages, classify calls to action and identify how visually engaging an ad is, all in a few lines of SQL. According to Canva team members, early signs are that the business can understand and scale thousands of ads faster.
These innovations build on a range of rich use cases enabled by the Snowflake platform and AI Data Cloud at Canva. For example, the business is using Snowflake to optimise B2B sales and marketing activities, including lead routing, scoring and attribution. With this robust data foundation, the business has expanded from serving primarily individual creators to delivering an enterprise-grade solution, Canva Enterprise, that services companies such as Salesforce, HP Inc. and Expedia.
POWERING A FEATURE RICH ROADMAP
The Snowflake platform and AI Data Cloud also enable Canva to validate development at scale, accelerating the delivery of features and enhancements to its hundreds of millions of users. This data-driven approach powers an extensive roadmap for the development of products such as the recently launched Canva Sheets, a visual-first spreadsheet.
Data flowing through Snowflake from Google Analytics and other sources provides rich insights into user behaviour and preferences that inform Canva’s product development process.
Meanwhile, the unified view of user data provided by Snowflake provides Canva with a better understanding of individual preferences, enabling the development of powerful personalisation features. These include AI-powered design style recommendations that suggest colours, fonts and layouts based on users’ previous behaviours and design preferences.
MAXIMISING MARKETING ROI
In addition, the Snowflake platform and AI Data Cloud empower Canva to maximise marketing return on investment by optimising marketing spend across a range of channels. With these analytics capabilities, Canva can access the insights to reach, engage and adapt campaigns and assets for local markets.
Further, analysing user data with Snowflake through AI and integrations with Claude, Llama and OpenAI enable more granular customer segmentation. With this enhanced understanding, Canva can deliver more relevant and personalised experiences to business customers.
A reliable, AI-powered data foundation is crucial for Canva to understand its users and make informed decisions about adding new capabilities to its visual communication platform.
Technology Procurement Strategy
As the Technology Sourcing Lead, how do you align Canva’s technology procurement strategies with the company’s mission to empower everyone to design?
Canva’s mission is to empower everyone to design and that means technology procurement can’t become a roadblock to innovation.
Our strategy is straightforward: be a trusted partner, understand what teams actually need, and then step back, while keeping the right guardrails in place.
We take a growth-first approach. We’re not just negotiating for today; we’re planning for the millions more people who will use Canva tomorrow. That means building flexible, scalable agreements that won’t hold us back as we grow.
Second, we aim to make procurement as seamless as possible. While some friction is inevitable in a fast-moving environment, our goal is to eliminate unnecessary hurdles. We’ve simplified approvals and created frameworks that empower teams to make swift, sound decisions.
Finally, we prioritise real partnerships not just vendor relationships. We look for partners who share our values and vision. In some cases, we’ve even invested in these partnerships because we believe in their long-term potential.
At Canva, procurement is a catalyst, not a blocker. My role is to ensure our teams have what they need to keep pushing forward—so anyone, anywhere, can design with ease.
SaaS Procurement Challenges
Given Canva’s extensive use of SaaS solutions, what are the primary challenges you face in SaaS procurement, and how do you address them to ensure optimal value and compliance?
As a born-in-the-cloud company, SaaS has always powered the way we work, giving our teams instant scalability and access to world-class tools. But after a decade of rapid growth, we’ve also learned that the convenience of SaaS comes with its own set of challenges, particularly around cost visibility and control.
AI-driven and usage-based pricing models make forecasting difficult. SaaS and cloud costs are becoming increasingly intertwined. And with every team able to spin up their own tools, fragmentation and security risks begin to scale quickly.
We’ve addressed this by focusing on volume right-sizing, buying only what we need, when we need it and by building a strong Cloud FinOps capability that helps us surface the true cost of our technology decisions.
Our engineering culture is also a major strength. We know what good looks like and use that expertise to negotiate better deals. On the compliance side, we work closely with our Security-Trust and Legal teams, using automation and proactive risk assessments to stay ahead of potential issues.
SaaS isn’t going anywhere but getting the most out of it means treating it like a strategic investment, not just a convenience.
Canva Accelerates Data-Driven Decision Making
with the Snowflake Platform and AI Data Cloud
Canva has come a long way from its humble beginnings in Perth, Western Australia. Since its launch in 2013, Canva has established itself as the leading visual communication platform now serving more than 240 million monthly active users and generating more than USD$3 billion in annualised revenue.
Central to this success is a strong culture of data-informed decision-making.
Data is integral to smart decision-making across the organisation, from individual feature launches to executive strategy and development.
However, Canva’s data architecture wasn’t always optimised to support rapid growth. In its early stages, analytics and AI/ML workloads often required switching between multiple platforms to complete tasks, making the process complex and time-consuming. By leveraging Snowflake’s ML capabilities, it has been able to reduce this complexity and streamline certain workflows.
To achieve its mission of empowering the world to design, Canva needed to consolidate data management and utilisation into a single, highly scalable solution.
Through an evaluation, Canva determined the Snowflake platform and AI Data Cloud delivered reliability, flexibility and functionality. It was also easy to use and could grow to support Canva’s flourishing business.
The Snowflake product roadmap also incorporated a range of AI-powered features that could help Canva maximise the value of data to marketing and other functions across the business.
Having quickly built trust internally in the Snowflake platform and AI Data Cloud, Canva now uses a range of Snowflake features to accelerate global growth and product velocity. These include Snowpipe for real-time data ingestion and Cortex AI for business-to-business lead routing.
Making sense of fast-growing volumes of data
With Snowflake, Canva established a scalable data architecture that supported the business’s appetite for innovation. The platform and AI Data Cloud enabled Canva to continue making sense of data as it increased in volume and complexity. At the same time, the business was able to maintain the efficiency and performance of its systems.
Canva is now poised to push the boundaries of AI and analytics with the Snowflake platform and AI Data Cloud. This means using Snowflake to tackle bigger questions at a lower cost, address more complex problems faster, and answer questions with greater certainty.
To meet these challenges, Canva is testing a range of Snowflake AI capabilities, including Cortex Analyst, a managed, LLM-powered Snowflake Cortex feature that enables organisations to create applications that answer questions based on structured data in the Snowflake platform.
Scale thousands of ads faster with Snowflake
Canva is particularly excited about the opportunities presented by Cortex AISQL to use natural language in SQL queries. With the AI_CLASSIFY function, the business can understand core messages, classify calls to action and identify how visually engaging an ad is, all in a few lines of SQL. According to Canva team members, early signs are that the business can understand and scale thousands of ads faster.
These innovations build on a range of rich use cases enabled by the Snowflake platform and AI Data Cloud at Canva. For example, the business is using Snowflake to optimise B2B sales and marketing activities, including lead routing, scoring and attribution. With this robust data foundation, the business has expanded from serving primarily individual creators to delivering an enterprise-grade solution, Canva Enterprise, that services companies such as Salesforce, HP Inc. and Expedia.
Powering a feature-rich roadmap
The Snowflake platform and AI Data Cloud also enable Canva to validate development at scale, accelerating the delivery of features and enhancements to its hundreds of millions of users. This data-driven approach powers an extensive roadmap for the development of products such as the recently launched Canva Sheets, a visual-first spreadsheet.
Vendor Selection Criteria
What criteria do you prioritise when selecting technology vendors to partner with Canva, and how do you ensure these partnerships support the company’s growth and innovation goals?
There’s a saying: “Give me six hours to chop down a tree, and I’ll spend the first four sharpening the axe.” That mindset shapes how we approach vendor selection, the upfront work helps avoid downstream surprises.
The cheapest tool rarely delivers the best value, especially at our scale. We prioritise scalability without the drama, no surprise usage caps, rigid licenses, or inflexible terms that can’t adapt as we grow. A solution that works at 500 people needs to perform just as well at 5,000 and beyond.
We also look for a strong technical fit and a genuine partner mindset. Our engineering teams move quickly, so we need vendors who can keep pace and ideally grow with us. That often leads us to emerging tech companies where we’re among the first major customers. The shared ambition usually results in deeper collaboration than we typically see with larger, more rigid providers.
Security and compliance are table stakes, especially as we expand our AI capabilities. We also value cost transparency, seamless integration, and longterm alignment. But above all, we look for partners who make our teams more effective—not just better equipped.
The Total Economic Impact™ of AWS Marketplace, a commissioned study by Forrester Consulting
Organizations across industries face growing complexity in procuring and managing software, data, and professional services. A new study from Forrester reveals how organizations achieved significant time and cost savings through AWS Marketplace.
OVERVIEW
The Forrester Total Economic Impact™ of AWS Marketplace study provides data to show the time and cost savings achieved when organizations use AWS Marketplace to find, try, buy, deploy and manage cloud solutions. From Forrester, “The purpose of this study is to provide readers with a framework to evaluate the potential economic impact of AWS Marketplace on their organizations.”
To develop this framework, Forrester interviewed decision-makers at global enterprises and surveyed small to medium-sized business (SMB) and public sector respondents across global regions and industries who had experience using AWS Marketplace. Forrester aggregated the experiences of the interviewees and combined the results into a single composite organization that is an enterprise organization with 10,000 employees and revenue of multiple billions per year.
Key findings based on the composite organization include:
• 377 percent return on investment (ROI), with payback within 6 months
• 70 percent reduction in solution discovery time
• 60 percent faster procurement processes
• 30 percent acceleration in time-to-market with deployment efficiencies
Beyond process improvements, organizations reported cost savings through spending in AWS Marketplace, which was enabled through promotional offers, free trials, and pay-as-you-go pricing. These benefits might scale based on the number and size of transactions when using AWS Marketplace.
Alongside the benefits highlighted from the composite organization, this study surveyed 419 SMBs and public sector organizations across the globe. The survey found that these organizations also reported shorter pre-purchase time, faster procurement cycles, and cost savings. Learn more about AWS Marketplace and the
The Total Economic Impact™ Of AWS Marketplace
Based on interviews with six representatives from six organizations and a survey of 419 decision-makers, Forrester created a composite organization and concluded that AWS Marketplace provides buyers the following financial impact over a three-year period.
“AWS Marketplace improves the productivity of various teams because it provides a single pane of glass view into questions about our current vendors such as our contract terms and conditions and payment schedules. It provides us with financial controls because we know that every purchase has to go through a well-defined process centered around AWS Marketplace.”
“We needed one operational role to ensure we were timely with our renewals, so we saved at least one senior headcount with AWS Marketplace ”
“Because we’re buying development tools through AWS Marketplace, they are already there and installed. Time to market is faster by between 20% and 30%. I would also say we saved internal headcount costs ”
with AWS Marketplace.
Negotiation Best Practices
Can you share insights into your approach to negotiating technology contracts? What strategies have you found effective in achieving favorable terms for Canva?
Honestly, the best negotiations start long before you’re in the room. It’s less about being tough at the table and more about doing your homework, understanding your goals, the market, and the other side’s levers.
I begin by getting clear on our business priorities, growth plans, and deal-breakers. Then I dive into the market, what’s available, what the tech actually delivers, and what likely drives the vendor’s costs. That context helps me understand where there’s room to move.
Before any meeting, I align internally and get sign-off on what I can and can’t agree to. That allows me to make real-time decisions rather than deferring with a “let me get back to you.”
I’m a firm believer in “don’t ask, don’t get,” but I’m also ready to make smart concessions. The best deals aren’t one-sided. When both sides walk away feeling like they’ve won, that’s when you build real, long-term partnerships.
And ultimately, the strongest leverage comes from being willing to walk away, because you’ve already mapped out your limits.
Cross-Functional Collaboration
How do you collaborate with other departments within Canva, such as IT, Legal, and Finance, to ensure a cohesive and efficient technology procurement process?
One of the biggest misconceptions in procurement is thinking we’re the decision-makers. We’re not, we’re facilitators, helping smart people make better decisions together.
At Canva, cross-functional collaboration comes naturally. Our culture is agile, fast-moving, and focused on progress over perfection. We use visual docs (made in Canva, of course) to align on ideas, decisions, and outcomes. Everyone contributes, Legal, IT, Finance, Security & Trust, so we’re drawing on collective wisdom, not just one perspective.
Our purchase workflow functions like a town square. All teams review requests through their expert lens in a transparent flow. If something stalls, it’s never a mystery, anyone can see what’s needed to keep things moving.
For larger purchases, we create dedicated channels with all stakeholders. Everything, questions, decisions, trade-offs, happens in one place. And when the deal’s done, we celebrate. A little recognition goes a long way in keeping people energised for the next big project.
The secret? Respect everyone’s expertise, make collaboration seamless, and always share the wins. That’s what keeps the engine running.
Risk Management in Tech Sourcing
What measures do you implement to manage risks associated with technology sourcing, particularly concerning data security, compliance, and vendor reliability?
Risk management in tech sourcing isn’t about eliminating risk, it’s about understanding it and making smart trade-offs. With millions of users trusting us, we can’t afford to get this wrong. We’ve embedded risk assessment into our procurement workflow, not as a blocker, but as a way to move faster with confidence. Vendors are classified based on the type of data they’ll access. A design tool that interacts with user content is very different from a backend productivity app, and we treat those risks accordingly.
With AI vendors, we pay particular attention to privacy and data ownership. We want to be crystal clear: user content should never end up training someone else’s model. On the security front, we work closely with our Security & Trust team. Instead of overwhelming vendors with endless questionnaires, we focus on what matters most, encryption standards, data residency, incident response protocols. For cloud-native tools, we dig deeper into multi-tenancy models and data isolation.
Vendor reliability is about future-proofing. We evaluate financial stability, operational resilience, and how vendors have handled past outages or service disruptions. We know perfect security doesn’t exist—but transparency builds trust. We’d rather work with vendors who are honest about their limitations than those who overpromise.
Most risks aren’t technical, they’re communication failures in disguise. So we focus on clarity, alignment, and open dialogue from day one.
Impact of AI on Procurement
With the rise of AI and machine learning, how do you see these technologies influencing the future of procurement at Canva? Are there specific AI-driven tools or processes you are considering adopting?
AI is already beginning to reshape how we work in procurement, and at Canva, we’re genuinely excited about the potential it holds. We’re still early in the journey, but adoption has been fast and surprisingly smooth. We’re already using AI to review contracts more efficiently, boost team productivity, and gather sharper market insights. It handles much of the repetitive work, which frees us to focus on strategy, relationships, and better decision-making.
Looking ahead, one area we’re particularly excited about is agentic AI, tools that don’t just assist but act. We’re testing ways it could support smaller tasks, such as triaging purchase requests, comparing vendors, or kicking off low-risk renewals. These processes still involve human oversight, but the goal is to have AI handle more of the heavy lifting. We’re also exploring how AI can help us stay ahead of vendor risk, streamline documentation, and eliminate busywork throughout the sourcing lifecycle.
AI won’t replace the human side of procurement but it’s already making us sharper and more proactive. For us, it’s not about whether we’ll use AI, but how far we can take it responsibly and how quickly we can unlock real value.
Advice for Aspiring Procurement Leaders
What advice would you offer to professionals aspiring to lead technology sourcing in dynamic and fast-growing companies like Canva?
If you want to lead tech sourcing in a fast-growing company, get comfortable being uncomfortable. You’ll face problems with no playbook and honestly, that’s the fun part. Start by getting curious about technology. You don’t need to know how to code, but you do need to understand how things work and why they matter. Spend time with engineers—they love talking about what they’re building, and those conversations will teach you more than any course ever could.
On the security front, we work closely with our Security & Trust team.
Build strong relationships across the business. Some of the best insights come from casual conversations. People are usually happy to share what they know if you show genuine interest. Always remember, you’re not just negotiating; you’re solving business problems. Be honest about what you don’t know. I’ve learned the most by asking questions, not by pretending to have all the answers.
And finally, invest in your people skills. Procurement is all about relationships. Great leaders know when to push, when to pause, and when to partner.
If you love variety, solving puzzles, and making a real impact, this is the role for you.
Canva is a trailblasing online design platform (launched 2013) offering intuitive, drag-and-drop tools for creating social media content, presentations, videos, and more. With a global user base surpassing 240 million and support for 100+ languages, Canva powers creativity for individuals, teams, and enterprises with both free and AI-enhanced premium offerings .
Vinod Kumar Technology Sourcing Lead
Growing Your Online Presence Through Innovative Methods
Innovation
BRIDGING VISION AND VALUE
Dmitry Eidzin and Mehdi Bartari on Redefining Data, Transformation, and Global Impact at British American Tobacco (BAT)
At the intersection of digital transformation and consumer-centric innovation, Dmitry Eidzin and Mehdi Bartari are leading the charge at BAT, bringing clarity, purpose, and sharp execution to global IT and data programmes. In this exclusive joint interview, Dmitry, Global Programme Delivery Director, and Mehdi, Global Head of Marketing Data & Analytics, unpack the reality of delivering transformation at scale. From navigating legacy integration and AI adoption to embedding business value into every digital initiative, their perspectives reveal a bold yet pragmatic approach to turning strategy into impact, one decision, one market, one data point at a time.
Answers from Mehdi Bartari
Professional Journey
Professional Journey: Can you walk us through your career path and what led you to your current role as Global Programme Delivery Director?
My career has been defined by a deep-seated interest in technology and its application within the international marketing landscape. This journey began in 2004 when I developed my first website while serving as an international marketing associate. My academic and professional pursuits then led me to Malaysia, where I focused on Augmented Reality marketing and delivered innovative GPS AR solutions for software houses across Southeast Asia.
While pursuing my PhD in international marketing in New Zealand, I became fully immersed in global roles within complex matrix organisations. I took on significant responsibilities, including serving as the Global Head of E-commerce and Digital Marketing Manager for a group of companies. This experience ultimately led to an opportunity with British American Tobacco, where I have since held progressively senior roles, from Regional Head of Data and Analytics to my current position as the Global Head of Marketing Data and Analytics for the Group
Role of Technology in Business Transformation
How does your role support BAT’s mission of building A Better Tomorrow™, and what are some of the key technology transformation priorities you oversee?
As a business, we are united in working towards the shared vision of A Better Tomorrow™, and we cannot overlook the vital role that technology plays in achieving this goal. Technology is an integral part of the journey, enabling the business to navigate increasingly complex internal processes and deliver an enhanced experience for our consumers.
In my role, I work with cutting-edge technologies such as Microsoft Fabric, AI capabilities, and the latest insight tools. Recognising that transformation is essential for a thriving business, advancements in insights and foresight technologies are key enablers of this transformation. We don’t adopt technology simply because it’s new; at every stage, our focus remains on generating meaningful value.
AI and Machine Learning Integration
AI and machine learning are transforming the consumer goods industry. Can you share examples of how BAT is applying these technologies to enhance operational efficiency, product development, or customer engagement?
AI has been top of mind across industries for some time now, and at BAT, we approach it in the context of business impact and the specific use cases it can serve. We explore a wide range of AI applications across the business, always asking whether it can solve a challenge and add value to our offering.
To quote Javed Iqbal from a previous interview in Computer Weekly, “We’re focused on setting the right guardrails on using any AI solution so we could regulate its usage across the group.” This reflects our approach to ethical AI, ensuring responsible implementation that serves the business effectively.
We’re currently developing a data lake–centric, AI-powered analytics platform to democratise access to insights. AI and chatbots help extract meaning from complex datasets, enabling teams to make faster, better-informed decisions. These tools also support our understanding of consumer preferences, ultimately helping us deliver better products as part of our commitment to tobacco harm reduction.
In my own role, machine learning (ML) is applied even more frequently than AI. When working with complex and large datasets, ML enables automation, deeper data exploration, and advanced analysis. It allows us to uncover insights that were previously out of reach—supporting improvements across manufacturing, operations, R&D, and even flavour selection.
Modernisation and Innovation
What steps is BAT taking to modernise legacy systems in the D&A space, and how do these initiatives align with your broader technology transformation roadmap?
Transformation is a constant within any technology function, and in Data & Analytics (D&A), we are continually evolving to better serve the needs of the organisation. A key example is our strategic partnership with Microsoft, which led us to embark on a comprehensive transformation of our data and analytics platform.
We were among the few strategic partners to join Microsoft Fabric, an open, AI-ready, end-to-end D&A platform, even before its commercial release. This initiative was crucial for future-proofing our solutions and ensuring our teams have the right tools and capabilities to meet tomorrow’s challenges.
As the global technology landscape shifts, AI readiness has become central to nearly every business requirement. Data-first decision-making has never been more critical. In alignment with our journey towards A Better Tomorrow™, we recognised the need for advanced analytics capabilities across all business functions. This made the transition to Fabric not only timely but essential to enabling our transformation roadmap.
Collaboration Across Business Units
How do you foster collaboration across BAT’s global teams, business units, and external partners to ensure alignment and effective execution of transformation programs?
From a Data & Analytics (D&A) perspective, while we all operate under shared global strategic objectives, it’s easy to lose sight of them once large-scale transformation programs are underway. To stay aligned, effective communication becomes the cornerstone of every successful technology deployment.
Every programme, regardless of size, begins with a clearly defined Roles and Responsibilities model. This provides a comprehensive view of all partners involved and enables us to set the right cadences, involve the appropriate decision-makers, and ensure all stakeholders are kept informed and consulted, without overcomplicating the process or slowing down delivery.
We also focus on building strategic partnerships where vendors become true collaborators, rather than acting solely as delivery houses. This deep integration means our partners are involved in the full depth of the project, from planning through execution, with shared ownership and accountability. For example, partners such as ITC Infotech and Cognizant play a strategic role, and we rely on them for consistent, high-quality delivery across programmes.
Cross-Market Rollouts
What are the biggest challenges and learnings in scaling data and tech solutions across different regions and markets?
BAT is a vast organisation with over 120 years of heritage, operating across diverse markets with distinct operating models, regulatory environments, and data privacy requirements. A one-sizefits-all approach simply doesn’t work, especially in the D&A space. The key is balancing globally standardised tooling with the flexibility to address local needs
Certain components of the tech stack must remain global to ensure consistency in cost management, usage, and data integrity. However, when it comes to solution design and delivery, it’s crucial to allow room for local customisation that reflects the realities of each market.
The biggest learning has been that global delivery is only the first step. The real challenge lies in embedding enough flexibility for markets to drive local value, while maintaining alignment. This requires robust governance frameworks and clear guardrails.
Just as importantly, success depends on deeply understanding how local teams operate and how they use data. Early in my journey, I learned the importance of working hand-in-hand with local commercial and technical teams. This close collaboration ensures we deliver solutions that are not only globally aligned, but also truly impactful at the market level.
Data-to-Decision Journey
How do you ensure that data initiatives result in real business decisions and behavioural change, not just dashboards?
This is a very good question, it’s easy to get lost in the data and end up producing dashboards and tools that don’t drive real action. Especially with today’s technologies, building solutions once the data is available has become easier than ever. However, the key lies in understanding the vision and the value we aim to deliver. Once a clear objective is defined at the outset, we have a specific target to aim for.
To drive impactful initiatives, it’s critical to take stakeholders and users along on the journey. Everyone needs to understand the purpose of the initiative, how it should be used, and be properly trained on the solution. We use the ADKAR framework, Awareness, Desire, Knowledge, Ability, and Reinforcement, to ensure adoption and value realisation.
We also maintain regular follow-ups with users to track how the tools are being used, measure the impact, and reinforce key messages as needed. This ongoing engagement is what transforms data into real business decisions and sustainable behavioural change.
Business Value Realisation
How do you ensure business alignment and value realisation across large-scale D&A implementations?
No data initiative should begin without a clearly defined value case. This is where we link expected outcomes to measurable value, whether through efficiency gains or direct impact on the bottom line. We start by defining two key elements: the value itself, and how we will track that value.
First, the value must be articulated in clear business terms. Everyone involved, especially stakeholders, needs to understand and agree on the value being proposed. Only after that alignment is achieved do we proceed to implementation.
The next crucial step is to track that value throughout the lifecycle of the product we deliver. And I intentionally refer to it as a product rather than a project. A data initiative should be treated like a product, with a lifecycle that involves continuous improvement. This mindset ensures that we remain focused on delivering ongoing value and are able to optimise it over time.
Future Outlook for Technology in Consumer Goods
Looking ahead, what are your key priorities for technological innovation at BAT in the D&A space, and how do you see the industry evolving over the next five to ten years?
Now that we’ve established the platform and the core technology, the next step is to fully harness its potential. Advanced analytics and AI are at the top of our agenda. With a solid foundation in place, and with BAT’s AI team having developed robust ethical guardrails and governance, we are wellpositioned to explore the exciting opportunities AI offers.
The consumer goods industry is moving toward hyper-personalisation and the large-scale automation of marketing content. Both of these require immense volumes of data to be collected, processed, and applied effectively. Predictive analytics has always had a place in CPG, but the scale is rapidly evolving, enabling real-time optimisation of supply chains, market responsiveness, and product development.
Looking ahead, I believe we’ll see Agentic AI play a key role, not just in supporting decisions, but in driving them and taking action autonomously.
Answers from Dmitry Eidzin
Professional Journey
Can you walk us through your career path and what led you to your current role as Global Programme Delivery Director at BAT?
My career with BAT began in 2010, through what started as a partnership and gradually evolved into a full-blown strategic romance with transformation at scale. I initially joined as EEMEA Project Delivery Manager, where I led cross-functional initiatives spanning operations, marketing, and IT, launching BAT’s first corporate iPhone apps (yes, before it was trendy) and modernising the sales and distribution ecosystem.
As the years rolled on, so did the complexity of my roles. I took the reins on global transformation programmes across HR, finance, compliance, and enterprise data—delivering ERP and HR solutions that now support operations in over 160 countries. Not a bad workout for any global system.
Today, I lead IT Programme Delivery within Global Marketing, overseeing a portfolio of high-impact initiatives. One of the crown jewels is the Global Consumer Data Programme and our mission to create a Single Consumer View to power real-time, data-driven engagement. Because really, what’s more exhilarating than stitching together fragmented consumer data across dozens of markets? (Aside from perhaps watching paint dry in a data centre.)
What’s remained constant? Building empowered, delivery-obsessed teams and staying maniacally focused on business value, because as we all know, strategy without execution is just an expensive daydream in a nice slide deck.
Role of Technology in Business Transformation
How does your role support BAT’s mission of building A Better Tomorrow™, and what are some of the key technology transformation priorities you oversee?
Technology is central to BAT’s transformation, but let’s be clear: it’s a lever, not the destination. Real transformation comes from aligning people, data, and decisions around value. My role is to make sure that alignment isn’t left to chance.
As Global Programme Delivery Director in Global Marketing, I lead strategic initiatives that help shift BAT toward a more sustainable, consumer-centric model. One core priority is the Global Consumer Data Programme, designed to create a Single Consumer View across markets. It’s not just about collecting data, it’s about enabling real-time, responsible engagement that drives business outcomes.
We’re also overhauling legacy platforms, building intelligent automation pilots, and scaling realtime insights. All great on paper. But the reality? No technology delivers value on its own. It’s how we embed it into decision-making that counts.
Because at the end of the day, even the most elegant solution is just expensive shelfware if no one uses it, or worse, if everyone uses it differently.
Collaboration Across Business Units
How do you foster collaboration across BAT’s global teams, business units, and external partners to ensure alignment and effective execution of transformation programs?
In a global matrix like BAT, collaboration doesn’t magically emerge from shared calendars and good intentions, it has to be structurally designed and ruthlessly maintained.
We start by embedding collaboration into delivery itself. That means forming truly cross-functional teams with shared goals and mutual accountability, not just looping in colleagues for status updates once all the decisions are made. For external partners, we treat them less like vendors and more like co-pilots. If they’re only brought in at the landing, don’t be surprised when the plane veers off course.
Crucially, we invest in context, not just telling teams what we’re doing, but why. When people understand how their work connects to the broader strategy, alignment becomes less of a compliance exercise and more of a professional instinct.
And let’s be honest, collaboration is far easier when everyone’s rowing in the same direction… and not arguing about who’s holding the oar best.
Leadership in Complex Programs
As a global program leader, how do you approach resolving challenges around interoperability, legacy integration, and stakeholder engagement?
Leading complex global programmes isn’t about solving everything, it’s about knowing what not to solve, at least not yet. The real challenge isn’t the technology; it’s orchestrating progress through legacy landscapes, mismatched expectations, and the occasional geopolitical detour.
Interoperability issues and ageing systems often present as purely technical obstacles, but in reality, they’re political, procedural, and occasionally philosophical. The smart move? Don’t always reach for the most elegant solution, reach for the one that works now. A pragmatic workaround often beats a beautifully delayed fix.
And when it comes to stakeholder engagement, forget the idea of managing them, co-create with them. Bring them in early, let them break things (preferably in UAT), and make them part of the win.
Leadership in this space is about applying structure without smothering agility. Think of it as conducting an orchestra where half the musicians are remote, some brought their own instruments, and one’s still arguing about the sheet music.
Cross-Market Rollouts
What are the biggest challenges and learnings in scaling data and tech solutions across different regions and markets?
Scaling data and tech globally is less about code and more about translation, and no, not just the language. It’s the definitions that get you. Terms like “active user” or “net revenue” can mean entirely different things in São Paulo, Seoul, or Stuttgart. Left unchecked, that semantic chaos leads to mismatched reporting and, inevitably, raised eyebrows from local teams.
What I mean is, when these terms vary across markets, it’s not that they’re speaking different languages, it’s that they’re playing by different operational, legal, and cultural rules. And unless you surface those differences early, you’re comparing apples to imported, VAT-adjusted oranges.
The real balancing act is between global consistency and local credibility. Standardise too rigidly and you’ll get resistance. Over-customise, and congratulations, you’ve just invented 15 versions of the same platform.
The smart move? Bring both global leads and market users in from day one, with equal say. That avoids “headquarters knows best” syndrome and uncovers real gaps before go-live panic sets in.
And yes, we’ve learned to pre-wire a mediation mechanism early on. Because at some point, someone will argue passionately over a KPI, and it’s much better to referee with rules than with emojis in a project chat.
Data-to-Decision Journey
How do you ensure that data initiatives result in real business decisions and behavioural change, not just dashboards?
The real challenge in data programmes isn’t the data, it’s the yawning gap between insight and action. Dashboards are easy. Decisions? Less so. We start by asking the unglamorous but essential question: Who is actually going to use this, and why should they care? If that’s unclear, you’re not building a data product, you’re designing digital wallpaper.
The next step is ruthless integration into the business rhythm. Reports only matter if they influence something, performance reviews, incentives, investment choices. Otherwise, they just sit there looking pretty. We also build internal advocacy early: a network of champions who drive adoption, pressure-test usefulness, and quietly call out when something’s gathering dust.
And crucially, we keep senior leaders visibly engaged. Nothing accelerates data-to-decision like a sponsor asking, “Why aren’t we using this yet?” In the end, as you might know, dashboards don’t change behaviour. Consequences do. Our job is to connect the two, clearly and consistently.
Business Value Realisation
How do you ensure business alignment and value realisation across large-scale D&A implementations?
“Value” is one of those boardroom favourites, everyone nods solemnly when it’s mentioned, but ask for a definition and suddenly the room gets very quiet. So we start with the obvious: define value early, clearly, and in measurable terms. No metaphors. No wishful thinking. Just numbers that mean something. Then we assign a value owner, someone who’s not just there to observe progress, but to actively chase it. Their job is to track realisation, flag drift, and politely remind people that optimism is not a strategy.
But the real shift happens when value becomes part of the everyday operating model. Every decision, every new feature must justify its existence: Is this pushing us closer to the goal, or are we just generating deliverables for sport? When teams, from engineers to executives, start thinking in outcomes instead of output, D&A stops being a project… and starts becoming a competitive habit.
“The real challenge in data programmes isn’t the data, it’s the yawning gap between insight and action. ”
British American Tobacco (BAT) is a leading global consumer goods company, committed to building A Better Tomorrow™ by transforming its portfolio with innovative, reduced-risk products including vapour, tobacco heating, and modern oral nicotine offerings, while maintaining leadership in combustible tobacco.
Bartari Global Head of Marketing D&A
Dmitry Eidzin Global Programme Delivery Director
Mehdi
DRIVING FINANCIAL EFFICIENCY THROUGH INNOVATI N
A Conversation with Philip Douglas, CEO of Compleat
With over two decades of leadership across the technology and SaaS sectors, Philip Douglas brings a unique blend of financial expertise and tech driven vision to the forefront of digital transformation. As CEO of Compleat Software, he has built a platform that empowers businesses to streamline procurement and finance operations through intelligent automation, seamless integration, and user friendly design. In this interview, Philip shares the inspiration behind Compleat’s founding, explores the impact of AI on the procure to pay (P2P) landscape, and offers valuable insights on future trends, client success, and advice for the next generation of fintech innovators.
Founding Motivation
What inspired you to establish Compleat Software, and what key challenges in the financial and procurement sectors were you aiming to address?
I have been a small to mid market software senior executive for over 20 years, working in technology and SaaS across the UK, Europe, and North America.
As a qualified accountant, software engineer, and overall tech enthusiast, I have an eye for market needs, as well as the proven experience to grow revenue, develop new products, create new lines of business, and build the marketing strategies needed to take these to market.
During my many previous senior finance roles, I witnessed firsthand the inefficiencies within buying and finance functions and the lack of tools provided by most accounting software solutions. As a former FD, owner of a small ERP consulting practice, and technology founder with a previous exit, I gained a deep understanding of overall business processes, ranging from sales strategies and development cycles to implementation, service and support. I’ve also focused on building engaged and enthusiastic teams while implementing processes and solutions to ensure optimum departmental performance.
Throughout this journey, I’ve continued to champion a learning culture through strong facilitation, communication, and coaching skills. As a leader, there is no greater satisfaction than helping people grow, flourish, and succeed.
Product Offerings
Compleat Software provides solutions like Invoice Capture, AP Automation, Purchase Order Automation, and Purchase-to-Pay (P2P). Could you elaborate on how these products integrate to streamline financial processes for businesses?
Absolutely. At Compleat, our solutions are designed to work seamlessly together. Invoice Capture uses AI to automatically extract and process invoice data, which then feeds directly into AP Automation for smooth approvals and accurate matching. Our Purchase Order Automation ensures that spending is controlled and monitored right from the start, while Purchase to Pay (P2P) ties everything together, giving businesses complete visibility and control.
It’s all about eliminating manual intervention, improving accuracy, and delivering meaningful insights into financial operations.
User Experience
How does Compleat ensure that its automated solutions remain user-friendly, especially for employees who may not be tech-savvy?
Ease of use is one of our top priorities. We recognise that technology must serve the user—not the other way around. Our platform features intuitive dashboards, a simple workflow editor, and a clean, minimal design to ensure navigation is straightforward. Even employees with limited tech experience can quickly adopt the system, which ultimately increases engagement and accelerates implementation.
Integration with Accounting Software
Your platform integrates with various accounting solutions like Xero, QuickBooks, Sage 50, Sage 200, and Sage Intacct. How does this flexibility benefit your clients?
Flexibility is critical. Businesses invest heavily in their financial systems, and they need solutions that complement—not replace—them. Our integrations allow customers to extend the capabilities of their existing accounting platforms without the need for disruptive migrations. This seamless synchronisation reduces errors, minimises manual work, and provides a unified view of financial health across both procurement and finance teams.
Innovation and Technology
AI is everywhere—how has this impacted the P2P process?
AI allows us to automate data capture, flag anomalies, detect fraud patterns, and predict spending trends. We embed AI at the core of our offerings, not as a gimmick, but as a genuine driver of efficiency, accuracy, and insight. It’s about giving finance and procurement teams the tools to be proactive, not just reactive.
Global Presence
With operations in the UK and US, how does Compleat Software tailor its solutions to meet the diverse needs of businesses across these regions?
Our global footprint gives us a rich perspective on regional differences. We design our solutions with localisation in mind, supporting multiple currencies, tax codes, and compliance regulations. Beyond technical requirements, we adapt workflows and configurations to reflect how businesses operate in different regions. It’s about striking a balance between maintaining a global standard and offering the flexibility for local customisation.
Industry Trends
What industry trends are you seeing around supplier relationship management?
Supplier relationships are more strategic than ever. We’re seeing a shift toward digital collaboration, enhanced communication, shared data, and mutual visibility into performance. There’s also a growing focus on risk management, not just cost savings. Organisations want to work with suppliers who are reliable, compliant, and aligned with their values, including sustainability. Our Compleat Ecosystem is designed to foster that level of partnership by connecting procurement, finance, and supplier networks into a single, transparent platform.
Client Success Stories
Can you share any notable examples of how Compleat’s solutions have significantly improved operational efficiency for your clients?
Certainly. Milton Abbey School implemented Compleat Education, gaining visibility on spend before it’s made. This allowed them to automate their purchasing and AP processes, saving time and money while gaining full oversight of all spend within the institution. Their accountant, Terry Harding, noted: “I would happily recommend iCompleat to any finance team in the education sector who is looking to digitise and take charge of their P2P processes.”
Another standout success story is with East Cheshire Hospice, a UK based healthcare provider offering palliative care services. They needed a solution that would improve their finance processes without adding complexity for staff. By implementing Compleat, they were able to automate their purchasing workflows, integrate seamlessly with their existing Sage 50 accounting system, and take advantage of our integration with Amazon Business for efficient online ordering.
Their Head of IT shared that Compleat is “very user friendly and efficient to use,” highlighting the ease of raising orders and the value of the Amazon Business integration.
Future Trends
What do you see as the future of strategic sourcing?
Honestly, strategic sourcing is getting a lot smarter, and a lot faster. It’s becoming increasingly data driven and automated. Businesses will be able to predict what they need, when they need it, and make better buying decisions as a result.
Sustainability is no longer just a “nice to have”, it’s becoming a core part of how companies choose their suppliers, with ESG (Environmental, Social, and Governance) factors playing a significant role.
At Compleat, we see integrated online buying as a major part of that future, giving users instant access to item comparisons from multiple supplier catalogues, with real time pricing and the ability to buy smarter without ever leaving their financial system, all driven by AI. That’s why we built the Compleat Ecosystem—to bring procurement, finance, and suppliers together in one connected, easy to use platform that helps businesses move faster, spend smarter, and stay ahead.
We’re seeing a shift toward digital collaboration, enhanced communication, shared data, and mutual visibility into performance.
Advice for Aspiring Entrepreneurs
What guidance would you offer to individuals looking to innovate in the financial technology sector?
Understand your market, knowing the needs and pain points of your target audience is essential. Embrace agility, as the market moves quickly, and be prepared to adapt your solutions based on feedback and change. Focus on user experience by designing user friendly, accessible platforms. Prioritise compliance and security. And lastly, build strategic partnerships to expand your reach and capabilities.
Compleat Software delivers cloud-based procurement and invoice automation solutions designed to simplify purchasing and payables processes for organisations of all sizes. By streamlining requisitions, approvals, and vendor management, Compleat enables efficient, transparent, and cost-effective financial workflows—boosting compliance, control, and operational efficiency.
Philip Douglas CEO
FROM THE FIELD TO THE FRONTLINE
Erik Drown on Strategic Sourcing, Resilience, and the Future of Supply Chains
With a career journey that began on the baseball field and pivoted into global sourcing, Erik Drown brings a rare blend of focus, adaptability, and strategic thinking to his role as Lead Global Sourcing Director at Select Technology Inc. Over the years, he has played a critical role in shaping the company’s sourcing strategy, building resilient supply networks, strengthening supplier relationships, and navigating industry challenges with agility and foresight.
In this feature, Erik shares his perspectives on obsolescence management, risk mitigation, supplier collaboration, and the role of technology in modern sourcing. He also outlines his forward-looking vision for Select Technology’s sourcing function, including the opportunities emerging from innovation and AI. For Erik, success lies not in doing everything alone but in building the right partnerships, embracing change, and staying relentlessly focused on delivering customer value.
Professional Journey
Can you share your career path and what led you to your current role as Lead Global Sourcing Director at Select Technology Inc.?
That’s a fantastic question, and it comes with a pretty interesting answer.
For a long time, I wasn’t particularly interested in what you might call a “real-world” career. I was laser-focused on my childhood dream of becoming a professional baseball player. I even got the chance to pursue that dream when I was drafted, which felt like the culmination of everything I had worked toward. Unfortunately, due to unforeseen circumstances, I couldn’t take that dream as far as I had hoped.
Once baseball was no longer in the picture, I knew it was time to channel my energy into something else. I turned to my degree in management and found myself at Select Technology, diving headfirst into the fascinating world of electronics. What began as a shift in direction quickly turned into something far more fulfilling, a career I never expected, but one I’ve come to truly embrace.
Role at Select Technology
How does your role contribute to Select Technology’s mission of providing full-service solutions for electronic component needs?
My role is a critical part of the supply chain, as I manage the day-to-day communication and coordination with both our OEM and CEM partners. I’m responsible for developing tailored onboarding and execution plans for each customer, because no two supply chains operate the same way. Each client has unique procurement requirements, whether it’s component testing standards, date code or country-of-origin restrictions, specialised packaging, mineral compliance, or navigating tariffs. My job is to manage all these variables efficiently and proactively, ensuring the process is seamless for the customer. Especially during time-sensitive situations, I aim to simplify the complexity so their teams can stay focused on production without added stress.
Obsolescence and EOL Management
Select Technology emphasises proactive approaches to obsolescence and end-of-life (EOL) component management. Can you elaborate on the O.E.M. program and how it benefits your clients?
Part of my role when working with OEMs and their contractors is to build strong relationships across both ends of their supply chain. We’re not just supporting procurement, we’re also involved in reverse logistics. This gives us access to our OEM partners’ global inventory, including parts that may be endof-life (EOL) or obsolete from the manufacturer’s perspective. That opens the door for us to source components that are no longer in production but are still critical for ongoing builds.
This capability allows our customers to avoid costly and time consuming boards. In industries like medical, aerospace, and defense, where older products remain in use and essential, our support can even extend to repair or redesign efforts. It’s a very strategic approach to sourcing hard-to-find parts while also mitigating the risk of counterfeit components entering the supply chain.
Supplier Relationship Management
What strategies do you employ to build and maintain strong relationships with suppliers, ensuring they meet Select Technology’s quality standards?
This is another great question, and one that truly sets us apart from many of our competitors. At Select Technology, we live by the motto: “Quality is always first.” We’ve found that continually reinvesting in our quality standards has been a key factor in our success over the past 25+ years in the industry.
Maintaining strong relationships, whether with customers or suppliers, takes consistent effort and flexibility. We’ve always leaned more toward the ‘give’ side of the equation, because we recognise that our customers’ quality expectations are constantly evolving. To maintain strong, long-term partnerships, we adapt right alongside them.
On the supplier side, we hold the same high standards. Any supplier that wants to work with us must meet strict quality criteria to even be considered for our Approved Vendor List (AVL).
Ultimately, staying competitive and relevant in this space means understanding the changing demands on both the sourcing and supply sides, and ensuring we’re always evolving with them to keep our supply chain thriving.
Risk Management in Sourcing
How do you identify and mitigate risks within the sourcing process, especially considering the volatility of the electronic components market?
This really comes down to how we carefully vet and select our vendors. We follow a rigorous qualification process and only work with suppliers who meet strict quality designations. We don’t take unnecessary risks when it comes to the parts we procure, because from a business standpoint, the potential downside simply isn’t worth it.
Another key advantage we have is our global network of trusted component testing partners. If a part ever raises concerns during our internal QC process, we can quickly route it through one of our accredited testing facilities. These partners are highly trained to test components to the exact standards required by our customers, which significantly reduces risk.
Combining our in-house quality control with these trusted third-party relationships gives us a major edge, especially when dealing with market volatility, like what we experienced during the COVID-19 pandemic. It’s that layered approach to quality and risk management that really sets us apart.
Technological Integration
In what ways has technology been integrated into your sourcing processes to enhance efficiency and transparency at Select Technology?
At Select Technology, we’ve integrated technology into every layer of our sourcing process to boost both efficiency and transparency. We use real-time inventory tracking and global sourcing tools to quickly assess availability, lead times, and pricing across regions, which helps streamline decisionmaking.
Our vendor vetting process is also supported by digital platforms that track supplier certifications, performance metrics, and compliance documentation. This ensures that only high-quality, reliable vendors are added to our Approved Vendor List (AVL).
In terms of quality control, we’ve partnered with accredited testing labs that use advanced inspection technologies. These partnerships, combined with our internal QC processes, allow us to thoroughly verify components and significantly reduce the risk of counterfeit or non-conforming parts.
Technology has become essential in helping us stay agile, especially in a market where conditions can change quickly. It enables us to make informed decisions faster and maintain the high standards our customers expect.
Adapting to Market Changes
How does your team stay agile and responsive to market fluctuations and global supply chain disruptions?
As a team, one of our key responsibilities is staying closely attuned to which types of parts are moving in the market, as well as monitoring factory lead times and overall production conditions. The electronics market is inherently cyclical, shifting from periods of strong demand to slower, downmarket phases. While it’s not an exact science, our team’s close connection to the ground level allows us to identify early indicators of supply chain changes on a global scale.
We also maintain strong relationships with manufacturers, which gives us access to accurate, realtime data on stock levels versus lead times. This insight helps us understand which components are trending and which may be slowing down.
When unexpected disruptions occur, such as natural disasters, we immediately assess which product categories are impacted and proactively inform our customers about potential risks. That kind of responsiveness helps them make informed decisions and avoid production delays.
Team Development and Training
What measures are in place to ensure your sourcing team remains skilled and knowledgeable about the latest industry trends and best practices?
Our team is committed to staying as informed and adaptable as possible, because we know that a deep understanding of our customers’ needs is key to delivering real value. We foster a collaborative environment where open communication is constant, whether we’re sharing customer feedback, discussing market trends, or comparing lead times. That kind of teamwork keeps everyone aligned and sharp.
We also make it a priority to stay educated on the broader market by regularly reading industry publications and reports. This helps us anticipate shifts in demand and proactively support our customers.
From a leadership standpoint, we focus on continuous improvement through internal audits and performance reviews. These processes help us identify areas where we can enhance efficiency, refine execution, and ultimately strengthen our service. In such a fast-moving industry, adaptability is essential. By working as a cohesive team and staying close to both the market and our customers, we’re able to pivot quickly and lead with confidence.
Partnerships and Collaborations
Select Technology aims to be a long-term partner throughout the supply chain cycle. Can you discuss how collaborations with core partners have enhanced your service offerings?
I’m a strong believer that if you want to be the best, you need a village, both internally and externally. That’s why we’ve built close partnerships with people and organisations that share our core values and can be trusted to deliver. No one can be an expert at everything, and I don’t think success comes from trying to do it all alone.
We’re intentional about outsourcing tasks where others have deeper expertise. I always say, “If you want something done right the first time, give it to the person best equipped to do it.” In business, that often means putting ego aside and recognising that collaboration leads to better outcomes.
This may not always be the most streamlined approach on paper, but it consistently delivers the best results, because in the end, what matters most is meeting our customers’ needs and helping them move forward with confidence.
Future Outlook for Sourcing at Select Technology
Looking ahead, what are your key objectives for advancing the sourcing function at Select Technology, particularly concerning innovation and sustainability?
Like any organisation, our goal is growth, but achieving that on the sourcing side requires constant adaptability. The pace of change, especially with the rise of AI-driven platforms, has accelerated significantly. While some see this as a threat, I believe it’s an opportunity. Embracing technology instead of resisting it allows us to improve processes across the entire supply chain, from procurement to quality control.
At Select Technology, we don’t shy away from change. We’re focused on finding how innovation fits our space and using it to create smarter, more efficient solutions for both our customers and suppliers. The industry will continue to evolve, and it’s up to us to evolve with it, or risk falling behind. We’re committed to staying ahead by pushing our limits, exploring new tools, and always looking for ways to bring more value to our partnerships.
Select Technology is the preferred global stocking distributor, leading the way by providing a full service solution for your component needs. Our goal is to be your long term partner through the entire supply chain cycle, from initial demand through final asset recovery. Whatever your needs are, whenever your needs are, we are there. Our highly trained staff make themselves available to our partners 24/7.
