Natalie Pratt

Enterprise procurement leadership role with accountability for group-wide procurement strategy across a large, complex logistics and supply chain organisation. Responsible for shaping procurement operating model, governance and capability to support scale, resilience and long-term value creation across a diverse asset and service base of $3b+ of spend.

Engaged on a consulting basis to lead procurement transformation for a $500m agri-food business, spanning grain, feed, farming, packaging, logistics and indirect portfolios. Mandated to stabilise performance, reset governance and design a future-state procurement operating model to support margin improvement, resilience and growth. Scope included: - Procurement operating-model and governance redesign - Leadership team design, recruitment and capability uplift - Commodity risk and hedging framework reset Executive partnering across supply chain, finance and operations (This role was delivered on an interim consulting basis.)

Senior role accountable for enterprise-wide procurement strategy across a $500m+ FMCG portfolio, spanning packaging, ingredients, contract and toll manufacturing, partner brands and spent product sales. Operated as a strategic partner to executive leadership, with responsibility for procurement transformation, supplier governance, sustainability integration and value creation in complex, commodity-exposed supply chains. Scope included: - Enterprise procurement strategy and operating-model leadership - Supplier governance, commercial strategy and risk management - Sustainability and ESG integration across the supply base - Leadership of high-performing teams and succession capability - Executive-level partnering across supply chain, finance and operations

Appointed to lead the procurement workstream for the structural separation and divestment of the Lion Drinks & Dairy business. Worked closely with M&A, Legal and Supply Chain to enable buyer engagement, manage transition risk and design the future-state procurement operating model. Scope included: - Procurement separation and transition strategy - Supplier and contract novation risk management - Future-state operating model and cost structure design

Leadership role with accountability for packaging and co-manufacturing procurement across the entire ANZ portfolio. Also operated as the strategic procurement partner to the Drinks & Dairy business, aligning sourcing and supplier strategy with commercial, operational and brand objectives in a highly concentrated supplier market. Scope included: - Enterprise packaging and co-manufacturing procurement strategy - Complex supplier negotiations in constrained and monopoly markets - Co-manufacturing model design and supplier performance governance - Leadership, succession planning and capability development - Executive partnering across operations, supply chain and commercial teams

Appointed to lead a multi-stream manufacturing improvement and cost transformation program at a major Australian manufacturing site, alongside ongoing regional supply chain responsibilities. Partnered with Boston Consulting Group on an initial diagnostic phase before assuming internal leadership of the transformation agenda, overseeing multiple workstreams across manufacturing and procurement. Scope included: - End-to-end manufacturing and procurement transformation delivery - Cross-functional cost and productivity improvement programs - Translation of external diagnostic insights into sustainable internal capability - Senior stakeholder engagement across operations, supply chain and finance

Regional leadership role with end-to-end accountability for contract manufacturing and supply across the Meals portfolio in Asia Pacific, Middle East and Africa. Responsible for commercial and supply chain strategy across a diverse network of third-party manufacturing partners, operating in complex, multi-market environments with varied regulatory, operational and cultural contexts. Scope included: - Regional contract manufacturing and supplier strategy - Commercial negotiations and long-term partnership management - Manufacturing footprint and make-versus-buy strategy - Integration of procurement, supply chain and innovation agendas - Leadership within the regional supply chain leadership team