Procurement Adventurer
Will Jefferies
Will and I have worked extensively together since 2002 - first at Mars, then at innocent drinks. Will is a true creative thinker. He's never encumbered by bureaucracy or outdated paradigms. Instead, he has an uncanny knack for finding solutions others miss. After 10 successful years at McLaren, he's now embarking on the next chapter of his career.
How did your career begin?
I began my career in 2002 on the Mars Management Development Programme, completing three placements: Manufacturing (pet food at Melton Mowbray), Sales (coin and note validators within the Electronics Division) and Trade Marketing for the Drinks Division. Mars was exceptional at helping you understand yourself and how to work effectively with others. It proved the perfect springboard for my next move - heading Supply Planning at innocent drinks. My number one task? Making sure we never ran out of stock. Simon and I remember the infamous time when Christmas demand unexpectedly soared and we got down to just six hours of banana puree stock when we were supposed to hold three months' cover!
What's been your most recent role?
For the past ten years I've worked at McLaren Automotive, first as Procurement Manager and then as Head of Procurement. I specialised in indirect spend across Product Development, Logistics, After-Sales, Marketing, IT, and Facilities. When the pandemic hit, the business needed a rapid turnaround and I took on the role of Head of Transformation - a tremendous opportunity to overhaul overheads, SG&A, and Facilities, driving real structural change.
What were your highlights at McLaren?
I disposed of redundant buildings, delivering a £40M saving. Working with the Senna family on brand rights for the 'Senna' car was a privilege. And as an engineer at heart, I loved getting involved with the creation, design and procurement of specialised car parts. Once, I had a ride in the Senna £1M+ supercar with the McLaren test driver. The way he handled it up the Spanish mountain hairpins is something I'll never forget!
What's the secret to a successful transformation project?
Clear, consistent communication. Empowering people to act independently. Agility and tenacity to push through roadblocks. Comfort with ambiguity. And the right composition of skills on the team. Change is hard - but the magic happens when people start to own it.
Tell us about your hardest negotiation...
Between negotiating joint ventures at Sainsbury's to dealing with strategy consultants at McLaren, the toughest was a deal with a major telecommunications hardware provider for one of the cars at McLaren. They were always impeccably prepared, every single time. It was a masterclass in preparation, discipline, and control.
Please share your negotiation top tips...
My five essentials: 1) Plan. 2) Define clear objectives before you negotiate. 3) Understand what they want and how you can help them get it. 4) Consider how you're perceived - during my McLaren years I could have turned up to supplier meetings in a McLaren supercar, but that would have sent the wrong message. 5) Even in a digital world, face-to-face still matters - nothing beats sitting in the same room, having a coffee, and finding a solution together.
What will Procurement look like in 5-10 years time?
Technology and AI will transform the function, mainly by removing the drudge work and freeing Procurement to focus on value creation. Recently, I needed to draft a supplier SLA. Normally that would take an afternoon. AI did it in 30 seconds. But whilst AI and eSourcing bring real efficiency, they can't replace the human side - the relationship building, empathy, and judgement that make Procurement effective.
What is the difference between values and skills?
Always recruit for values. Skills can be taught, but values shape behaviour. I look for: Do I trust them? Will they support others? Would I want to have a pint with them?
What's your take on Sustainable Procurement?
Sustainability and Procurement will become two sides of the same coin. Making sourcing decisions without a consideration of ESG matters is reckless in today's world. Prior to leaving McLaren I put together their first ESG strategy and it is apparent how critically important it will be to the future of the business.
How do you get stakeholders on board?
Do them a favour early. Find something, even small, that helps them out. Once you're 'the person who helped', you've built credibility and trust. One example: a new stakeholder needed an urgent PO raised. I resolved it at breakneck speed. After that, collaboration became effortless.
What don't we know about you?
I own a ship's foghorn, which I occasionally blast over the Mendip Hills in Somerset. I've competed in several dangerous sports including mountaineering, the famous cheese rolling at Cooper's Hill, and skeleton bobsled on the Cresta Run.
What are your biggest career learnings?
One that stands out came during negotiation training - when I realised negotiation is a bit of a game. The salesperson is playing a game, and you're playing a game too. Understanding that brinkmanship is crucial. Beside this, striving for accuracy whilst maintaining pace is very important. Procurement often gets criticised for slowing things down. We need to deliver our benefits whilst keeping the process moving.