Datavant is redefining what Procurement looks like inside a high-growth health technology company, and this role is the engine of that transformation. The Procurement Manager is a Q3 FY26 strategic hire, purpose-built to operationalize the vision of Procurement as a co-equal, value-generating function within the Office of the CFO. This is not a supporting role. It is a leadership role without a title ceiling, responsible for converting strategy into structure and spend into competitive advantage.

Reporting directly to the Director of Procurement and aligned with the Sr. Director of Strategic Sourcing & Contracts within the Office of the CFO, this role sits at the intersection of supplier strategy, spend governance, and operational execution. You will own the commercial relationship after signature, translating contracts into realized value, holding suppliers accountable to their commitments, and building the governance infrastructure that scales with Datavant’s growth. The opportunity is quantifiable: $4.4M–$7.6M in annualized untapped value sits across contingent workforce, vendor QBR governance, licensing and demand management, and our AI and automation spine. You will not just support that number. You will own the path to capturing it.

This is not a role for someone who wants to process transactions. It is a role for someone who wants to build: programs, frameworks, governance models, and a reputation for Procurement as a function that earns its seat at the table and keeps it. The person who succeeds here will be one of the most influential contributors to how Datavant manages its external spend, its supplier relationships, and its operational risk for years to come.

You will:

• In vendor governance, you will architect and own the program that transforms Datavant’s supplier relationships from reactive to strategic. You will design the segmentation model, scorecard framework, and QBR cadence that introduces real accountability where none currently exists. You will lead recurring QBRs with strategic and critical suppliers, driving performance against SLA commitments, cost targets, and innovation obligations, and ensuring every session produces documented actions with named owners and measurable follow-through. You will build the closed-loop governance cycle, scorecard to QBR to action plan to renewal decision, into a repeatable, auditable standard. Without this role, that cycle does not exist. With it, Datavant has the infrastructure to hold its most important partners accountable and protect the value Sourcing negotiates at the table.
• In contingent workforce, you will lead Procurement’s role in standing up Datavant’s first structured program, a foundational initiative with no predecessor and significant strategic weight. Serving as the internal point of accountability for the VMS/MSP implementation following vendor selection, you will build the governance layer from the ground up: rate cards, tenure controls, demand visibility, and supplier panel standards across $31.2M in consulting and staffing spend. You will transform contingent workforce from an invisible cost center into a managed category with BU-level reporting, compliance controls, and leadership-facing transparency. Once the platform is live, you will own program compliance and VMS/MSP reporting, ensuring the investment delivers against its business case. This program does not exist without you.
• In contract lifecycle and renewal management, you will own the renewal pipeline as a strategic asset, not an administrative calendar. You will surface upcoming renewals with full business context: utilization data, performance history, market benchmarks, and a clear recommended path forward. In close partnership with the Contracting team, you will ensure every agreement is tracked, every obligation is understood, and every renewal is a deliberate decision rather than a default. You will establish the standard that no contract renews without a utilization and entitlement review, protecting Datavant from auto-renewals on underperforming or underused tools and from the cost of inattention.
• On spend compliance and demand management, you will drive compliance as a business outcome, not a policing function. You will educate stakeholders, simplify compliant pathways, and eliminate maverick spend through process design rather than friction. You will partner across Finance, IT, and the AI/Automation workstream (Coupa, Spendhound, and Concur) to ensure spend data is clean, metadata is consistent, and demand management insights are actionable at every level of the business. You will lead license utilization reviews across Datavant’s $55.8M software and technology portfolio, identifying duplication, underutilization, and rationalization opportunities across technology, operations, and consulting categories converting latent savings into decisions leadership can act on.
• You will own the standard for how vendors enter Datavant’s ecosystem, defining supplier qualification criteria, activation governance, and onboarding process to ensure risk, compliance, and insurance requirements are verified before any spend is committed. This is the front door to Datavant’s supply base, and you will make it a controlled, auditable entry point rather than an open one.
• You will elevate T&E from a reimbursement function to a compliance and analytics program by introducing policy governance, exception management, and spend pattern analysis that turns T&E data into a meaningful signal for the business, in partnership with the Director of Procurement.
• You will be a named contributor to executive-level reporting and CFO-facing dashboards, translating procurement data into business narrative that covers spend trends, savings realized, risk exposure, and program performance. You will give leadership the visibility to make better decisions and give Procurement the credibility to be asked for its view.

What you will bring to the table:

• We are looking for someone with 5 to 8 years of experience in procurement, strategic sourcing, or vendor management within a high-growth technology, SaaS, or healthcare technology environment, with a demonstrated track record of building programs and not just running them. You will bring proven experience designing and leading supplier governance programs including QBRs, scorecards, and performance frameworks that created measurable accountability and quantifiable business value. Experience with VMS/MSP platforms or contingent workforce program management is strongly preferred; familiarity with co-employment risk and staffing category dynamics is a meaningful plus.
• Proficiency in Coupa or a comparable P2P/CLM platform is required; familiarity with Spendhound, Concur, or similar spend intelligence tools is valued. You will demonstrate strong analytical fluency, comfortable synthesizing spend data, license utilization reports, contract metadata, and executive dashboards into a clear, defensible recommendation. We are looking for a strategic mindset paired with operational precision: someone who can design the program architecture on Monday and make sure the details are right on Friday.
• Exceptional stakeholder influence skills are non-negotiable. You build credibility with Finance, Legal, IT, HR, and business unit leaders by being prepared, direct, and solutions-oriented, arriving with context rather than questions. A bachelor’s degree in Business, Supply Chain, Finance, or a related field is required; a CPM, CPSM, or equivalent professional certification is a meaningful differentiator.

Bonus points if: You will stand out if you have led or contributed to a procurement transformation, operating model redesign, or function build-out inside a scaling organization and can speak to what you changed, what you built, and what it was worth. Experience navigating the boundary between Procurement and Sourcing, understanding where each function owns the relationship and how to collaborate without friction or duplication, is highly valued; this is one of our most important organizational priorities and we want someone who has lived it. Experience building executive-facing spend reporting or contributing to CFO or board-level presentations on procurement performance and value creation is a strong differentiator. We want someone who has been in the room and earned the right to be there again.