Unlocking the Dynamics of Modern Marketing Procurement
Procurement Personas, Strategies, and Winning Approaches
Back in December 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 reflect a broader industry shift 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 AdAge marketing procurement profiles and combined them with insights from Reed Holden’s book, Negotiating with Backbone, a guide to understanding buyer behaviors and holding firm on value during negotiations.
The result? A playbook of modern procurement personas and tailored strategies for working effectively with each.
What you’ll find in this guide:
Insights into today’s procurement landscape and the opportunities ahead.
Detailed breakdowns of procurement personas—their priorities, negotiation tendencies, and key traits to identify who you’re working with.
The Relationship-Driven Leader
The Strategist
The Innovator
The Bridge Builder
The Cost-Conscious Visionary
The Opportunistic Negotiator (Poker Player)
Actionable strategies to build trust, align goals, and create win/win situations without undermining your agency’s value.
As I mentioned earlier, 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 reflects 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 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. Trust and long-term value—not cost alone—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 their partnerships, leaving significant room for improvement.
This gap presents a clear opportunity for agencies to take the lead. To define the scope of value your firm can provide, consider:
The complexity of the problems your agency solves.
The impact of your solutions.
The unique qualifications that enable you to solve them better than others.
By defining and demonstrating measurable value, communicating it effectively, and pricing strategically, agencies can shift the conversation toward stronger, more collaborative relationships.
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, Senior Director, The Coca-Cola Co.
Kim Harrison-Johnson, Director of global strategic sourcing marketing events and travel, LinkedIn
Morgan Smith, Director of global marketing sourcing, 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:
Engage in business goal-driven discussions.
Demonstrate ROI with clear metrics and case studies.
Use comparative ROI analysis to anchor pricing to leading indicators that predict long-term success and business impact rather than costs, ensuring your agency’s value is framed against measurable outcomes.
Who this persona is based on:
Chris Kredo, Senior VP of global procurement, A&M, PepsiCo
Kevin McCollum, Commodity manager, procurement, with a focus on media and omnichannel marketing, The Hershey Company
Kyle Peckens, VP of commercial indirect procurement, 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:
Al Pacile, Head of procurement, marketing insights and creative, Unilever
Trudy Lim, VP of performance, digital and e-commerce, AdviseWorldwide
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, Managing partner and CEO, AdVise Worldwide
Veronica Santiago, Global commodity manager, marketing, 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 confidence that our investment delivers value—help me understand the business impact your solution will drive.”
“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:
Align on shared success metrics upfront.
Link your solutions to measurable long-term impact.
Frame pricing around outcomes, not line items. Shift focus from costs to measurable business impact.
Demonstrate that the agency fee is an investment in achieving that measurable impact, rather than a commodity cost.
Who this persona is based on:
Digyna Patel, Director of strategic sourcing, Visa
Veronica Santiago, Global commodity manager, marketing, 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 stay competitive?" (Anchoring with market benchmarks to push for a concession while maintaining a collaborative tone.)
"We need to finalize this today. If we can’t agree on pricing now, we’ll have to explore other options."
(Using urgency and artificial deadlines to pressure faster agreement.)"We understand the quality difference, but do we really need a Ferrari when a Mustang will do?"
(Framing cost-value comparisons to challenge premium pricing.)
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:
Shift the discussion to value, not cost. Push the conversation away from rate comparisons and toward strategic differentiation.
Set clear boundaries. Define scope, pricing, and timelines early.
Stay firm on value. Avoid concessions and reinforce unique value.
Use data-driven arguments. Back claims with ROI and efficiency.
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.
Key indicators of procurement alignment
Stronger Relationships – Track how often procurement professionals proactively involve your agency in planning.
Improved Negotiation Outcomes – Measure improvements in deal terms, including pricing, scope, and timelines.
Repeat Engagement – A higher rate of repeat work with procurement-led clients signals that your agency is seen as a strategic partner—not just a vendor.
Beyond 360 Reviews: Defining Value Upfront
Many industry reports, including the ANA and 4A’s, recommend regular 360 reviews between agencies, procurement teams, and marketing stakeholders to maintain alignment on objectives, performance, and partnership expectations. These reviews create structured feedback loops that help identify misalignments and surface opportunities for improvement.
However, while 360 reviews are useful for course correction, they are inherently retrospective—evaluating past performance rather than proactively defining success from the outset.
A more effective approach is for agencies to lead a Scope of Value discussion at the start of a client engagement, as championed by my friend and colleague, Tim Williams. Too often, agencies jump straight into a Scope of Work without first assessing and articulating the Scope of Value—the key business outcomes and leading indicators that define success. Without this clarity, agencies risk being measured against lagging indicators—like total sales or market share—that they do not directly control.
Tracy Allery, Director of Marketing Procurement Business Partner for Nestle, puts it bluntly:
“The better agencies aren’t shy about saying ‘this is what we do and this is what it costs.’
They’re not in the bargain basement space, so they’re confident about the impact their work will deliver.
When agencies don’t have a clear perspective on selling their work versus selling hours, then procurement, through a competitive review or other assessment, will tell them how to price.”
Her point underscores the importance of owning the value conversation from the start. Agencies that fail to define their value proposition will have their pricing dictated to them—often through the lens of cost-cutting rather than impact.
By integrating a Scope of Value session into the onboarding process, agencies can:
Proactively define shared success metrics that align both marketing’s goals and procurement’s priorities.
Identify leading indicators that drive long-term success (e.g., brand engagement, customer intent, conversion rates).
Reframe pricing discussions around measurable business impact rather than cost containment.
As Tim Williams argues, if agencies don’t define value, procurement will do it for them—often through the lens of cost reduction. While 360 reviews can help maintain alignment over time, a Scope of Value approach ensures agencies shape expectations from the beginning.
Final Thought: Why Leading on Value is a Competitive Advantage
Agencies that take the lead in defining value will be better positioned to secure strategic partnerships, align with procurement’s evolving priorities, and move toward outcome-based compensation models.
The next three years will be transformative. Agencies that embrace strategic, measurable value—while fostering trust through transparency—will gain a clear competitive advantage and become indispensable partners to their clients.
