Unlocking the Dynamics of Modern Marketing Procurement
Procurement Personas, Strategies, and Winning Approaches
Back In December of 2024, AdAge profiled 11 marketing procurement executives who are redefining how procurement collaborates with marketing teams. These leaders are moving beyond the traditional focus on cost-cutting to emphasize innovation, strategic alignment, and mutual trust. Their work highlights a critical evolution in procurement’s role, and Agencies should pay close attention, as these trends will shape client expectations in the years ahead.
The changes in procurement relate to a shift in our industry toward value-led models. In the 4A’s and ANA 2024 report, The Cost of the Pitch II – the Rise of Value, 90% of clients said they prioritize long-term ROI over short-term cost savings, while 56% see trust as the cornerstone of a successful client-agency relationship. Similarly, a recent WFA and MediaSense study reveals that 74% of multinational brands plan to transition to outcome-based pricing models within the next three years, driven by AI, automation, and a desire to better align compensation with business performance.
To help agencies navigate these dynamics, I’ve analyzed the marketing procurement profiles from the AdAge article and combined them with something else to give agencies an edge–insights from Reed Holden’s book, Negotiating with Backbone, which is a comprehensive guide to understanding buyer behaviors and holding firm on value during negotiations.
The result? Descriptions of modern procurement personas and a playbook of strategies for working effectively with each.
In the paragraphs that follow, you’ll find:
Insight into today’s procurement landscape and the opportunities ahead.
Detailed breakdowns of procurement personas and their priorities, negotiation tendencies, and traits to identify which persona you’re working with.
Actionable strategies to build trust, align goals, and create win/win situations without undermining your agency’s value.
As I mentioned above, this guide highlights the industry’s growing focus on measurable impact and trustful relationships. I hope this resource helps your firm successfully navigate any procurement conversation you face–now and in the coming years.
The Evolution of Marketing Procurement
Marketing procurement has transformed from a cost-focused gatekeeper into a strategic partner driving innovation and value creation. Once perceived as a barrier, today’s procurement teams leverage data, technology, and partnerships to align marketing investments with broader business goals. This shift is a direct response to the complexity of the modern marketing ecosystem, where digital transformation and globalization demand more integrated approaches.
Key responsibilities of modern procurement include:
Aligning marketing investments with business objectives like ROI and sustainability.
Strengthening partnerships with agencies to maximize effectiveness and creative impact.
Driving innovation by embracing tools like AI and automation to improve workflows and outcomes.
Despite these advances, tension persists. The ANA’s 2022 report, Procurement 2022: The Good, the Bad, and the Ugly, revealed that while procurement teams have made progress, they are still often viewed as a bottleneck due to their historical focus on financial oversight. This traditional mindset can erode the trust and flexibility needed for effective creative partnerships.
Yet, as highlighted in The Cost of the Pitch II – the Rise of Value, overcoming these tensions is essential, as trust and long-term value—not cost alone—are what ultimately sustain successful client-agency relationships. However, the same report reveals that only 10% of agencies and 5% of clients have formally defined what “value” means in the context of their partnerships, leaving significant room for improvement.
This gap presents a clear opportunity for agencies to take the lead. Consider the complexity of the types of problems your firm solves, the scope of your agency’s solutions to solve them, and the unique qualifications your firm possesses that allow you to do this well, perhaps better than other firms. By proactively defining the measurable value your firm produces and knowing its worth, communicating it effectively, and pricing it strategically, you can shift the narrative to build stronger and more collaborative relationships with your clients.
Understanding how procurement professionals define and prioritize value is the first step in bridging this gap. To that end, let’s explore the modern marketing procurement personas your agency will encounter and how to tailor your strategies for working effectively with each.
Marketing Procurement Personas
The Relationship-Driven Leader
Relationship-driven leaders prioritize trust, collaboration, and mutual respect. They view their procurement role as a partnership function and believe success comes from aligning with marketing’s goals.
Traits to look for:
Emphasizes collaboration and mutual goals.
Builds long-term relationships.
Listens actively and values respectful dialogue.
Encourages shared decision-making.
Focuses on empowering marketing teams.
Engages strategically and tactically as a partner.
What this persona may say:
"Let’s start by aligning on our shared goals—when we collaborate with transparency, we make better decisions together."
"I trust marketing to lead creative decisions, but my role is to ensure we maximize value and optimize our investment."
"Success isn’t just about cost savings; it’s about balancing value, impact, and long-term outcomes for both sides."
How to create a win/win without undermining your agency’s value:
Build trust through transparency and proactive communication.
Involve them early in your process to align goals.
Invite collaboration to demonstrate shared commitment.
Who this persona is based on:
Kristi Boyd of Coca-Cola
Kim Harrison-Johnson of LinkedIn
Morgan Smith of McDonald’s
See their advice in the AdAge piece.
The Strategist
Strategists focus on aligning procurement with broader business goals like ROI, efficiency, and long-term value creation. Data-driven and methodical, they prioritize measurable outcomes and seek partners who can demonstrate tangible results.
Traits to look for:
Focuses on efficiency, scalability, and ROI.
Emphasizes strategic alignment and long-term value.
Relies on data and market insights.
Balances business goals with collaboration.
Defines clear roles and expectations.
Uses structured, market-driven procurement strategies.
What this persona may say:
“Let’s make sure we’re not just optimizing for today—how does this strategy contribute to long-term brand growth and scalability?”
“We’re not just looking at cost savings; show me how this improves efficiency, drives measurable ROI, and aligns with our broader business objectives.”
“We see procurement as a strategic partner, ensuring marketing has the right talent and resources to succeed—just like HR does for building the right internal teams.”
How to create a win/win without undermining your agency’s value:
Demonstrate ROI with clear metrics and case studies.
Align work with scalability, efficiency, and impact.
Use ROI tools to quantify and align value.
Engage in business goal-driven discussions.
Who this persona is based on:
Chris Kredo of PepsiCo
Kevin McCollum of The Hershey Company
Kyle Peckens of Pfizer
See their advice in the AdAge piece.
The Innovator
Innovators are forward-thinking procurement leaders who prioritize cutting-edge tools, experimental methods, and scalable solutions. They embrace innovation as a core strategy for driving efficiency and effectiveness in marketing partnerships.
Traits to look for:
Frequently mentions AI, automation, and emerging tech.
Prioritizes scalability, speed, and efficiency.
Open to experimental and non-traditional approaches.
Values metrics linking innovation to business impact.
Focuses on pioneering tech and new frameworks.
Invests in scalable, innovation-driven solutions.
What this persona might say:
“We’re not just looking for cost savings—we want to reinvest efficiencies into innovation that drives real impact.”
“Show me how your solution scales globally while maintaining quality and agility.”
“Let’s start with a pilot—if it proves value, we can expand and integrate it more broadly.”
How to create a win/win without undermining your agency’s value:
Showcase scalable, future-proof solutions using innovation.
Offer pilot programs to test new approaches.
Tie innovation to measurable business impact.
Who this persona is based on:
See their advice in the AdAge piece.
The Bridge Builder
Description: The Bridge Builder is a rare procurement persona with expertise in both marketing and procurement, making them uniquely positioned to reduce friction and align cross-functional goals. They excel at fostering trust and creating systems that serve the needs of both sides.
Traits to look for:
Fluent in both marketing and procurement dynamics.
Focuses on aligning mutual goals and reducing friction.
Prioritizes collaboration and trust-building in partnerships.
Advocates for systems that drive strategic alignment.
Ensures procurement supports broader marketing objectives.
Builds sustainable relationships through unified strategies.
What this persona might say:
"My role is to align procurement with marketing’s vision—when we work toward a shared mission, we create better outcomes for both teams."
"Procurement isn’t just about enforcing policies; it’s about creating processes that support marketing’s goals while ensuring financial efficiency."
"The best results happen when we engage early, reduce friction, and help marketing maximize the value of their agency partnerships."
How to create a win/win without undermining your agency’s value:
Demonstrate alignment with procurement and marketing goals.
Anticipate and resolve creative-financial friction proactively.
Propose cost-efficient solutions without sacrificing quality.
Position your agency as a strategic collaborator.
Integrate creative ambitions with operational efficiencies.
Co-develop frameworks for mutual success.
Who this persona is based on:
Keri Kokayi (Advise Worldwide)
Veronica Santiago (Dell Technologies)
See their advice in the AdAge piece.
The Cost-Conscious Visionary
Cost-Conscious Visionaries focus on achieving a balance between cost-efficiency and long-term value creation. They prioritize transparency, fairness, and ethical pricing, aiming to build sustainable, mutually beneficial partnerships with agencies.
Traits to look for:
Frequently mentions the importance of transparency and fairness in pricing.
Talks about cost efficiency balanced with value creation.
Avoids an aggressive cost-cutting mindset and focuses on sustainability.
Advocates for aligning procurement with broader organizational goals.
What this persona might say:
“Let’s focus on the bigger picture—how does this partnership drive long-term value beyond immediate cost savings?”
“I need full visibility into cost structures so we can ensure transparency and alignment on value.”
“It’s not just about reducing costs; it’s about making sure our investment delivers real, measurable impact.”
How to create a win/win without undermining your agency’s value:
Provide Transparent Pricing. Offer clear, itemized cost breakdowns.
Focus on Outcomes. Link solutions to measurable long-term impact.
Co-Define Value. Align on shared success metrics upfront.
Build Trust Fairly. Ensure ethical pricing and proactive communication.
Who this persona is based on:
Digyna Patel (Visa)
Veronica Santiago (Dell Technologies)
See their advice in the AdAge piece.
The Opportunistic Negotiator (Poker Player)
The Opportunistic Negotiator, or Poker Player, blends traits of Price Buyers and Value Buyers but prioritizes maximizing leverage through strategic and competitive negotiation tactics. They thrive in ambiguity and use it to create pressure and extract the best possible terms.
Traits to look for:
References market comparisons without detailed context.
Uses deadlines and pressure in negotiations.
Keeps options open to gain leverage.
Shifts focus strategically between cost and value.
Defines roles and benchmarks markets to negotiate.
Blends marketing goals with procurement priorities.
Leverages ambiguity to challenge pricing and scope.
What this persona might say:
"We’re aligned on the value this brings, but we’ve seen similar services priced lower elsewhere. Can you adjust your pricing to be more competitive?"
(Anchoring with market benchmarks to push for a concession while maintaining a collaborative tone.)"We’re under pressure to make a decision quickly. If we can’t agree on pricing today, we’ll have to consider alternative options."
(Creating urgency with an artificial deadline to force a faster negotiation on their terms.)"We understand the quality difference, but is it really a Ferrari we need, or is a well-equipped Mustang enough to get the job done?"
(Using a cost-value comparison to challenge premium pricing and reposition expectations.)
Who this persona is based on:
While none of the procurement executives from the AdAge piece would be categorized as Poker Players, you may come across this persona in your procurement discussions, where they adopt opportunistic tactics depending on the scenario.
For instance:
If an agency proposal lacks clarity or detailed ROI data, they might leverage the ambiguity to extract concessions.
If they perceive inefficiencies or misalignments in pricing, they may apply competitive pressure to push for better terms.
Their ability to shift between collaborative and strategic approaches reflects a highly adaptive negotiation style.
How to create a win/win without undermining your agency’s value:
Stay firm on value. Avoid concessions and reinforce unique value.
Use data-driven arguments. Back claims with ROI and efficiency.
Set clear boundaries. Define scope, pricing, and timelines early.
Call their bluff. question vague threats and competitive claims.
Be prepared to walk away. Strength commands respect in negotiations.
Measuring Success
Here’s how you can evaluate how well you’re able to navigate these procurement personas.
Stronger Relationships: Measure how often procurement professionals proactively involve your agency in planning.
Improved Negotiation Outcomes: Track improvements in deal terms, including pricing, scope, and timelines.
Repeat Engagement: A higher rate of repeat work with procurement-led clients signals trust and alignment.
In addition to these metrics, consider implementing the ANA and 4A’s recommendation for regular 360 reviews to foster continuous improvement and alignment. These reviews can provide structured feedback loops, ensuring both agencies and procurement teams stay aligned on objectives and definitions of value.
What does it all mean?
Understanding these personas allows agencies to adapt, build trust, and thrive in an increasingly complex procurement landscape. As highlighted by the 4A’s and ANA report, aligning on measurable value and fostering trust through transparency are not just best practices—they’re essential to sustainable growth. Similarly, the WFA and MediaSense study underscores that the next three years will be transformative, with brands increasingly experimenting with outcome-based models and demanding greater transparency.
Agencies that embrace this shift—offering strategic, measurable value while fostering trust through open collaboration—will position themselves as indispensable partners in this new era of procurement-led innovation. By mastering these dynamics, agencies can navigate the evolving marketing ecosystem with confidence and a clear competitive advantage.
