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Hey {{first_name}}
3 AUGUST 2026 · FIELD NOTES
A week inside a procurement revenue team
Hey {{first_name}}
I spent last week in Nashville with the revenue team at Pactum.
Most of the time was around the table working through ICP, personas, and sales strategy.
We were talking about:
which accounts make sense
which messages land
where deals stall
what procurement leaders actually care about
and what they say they care about (which is not always the same thing)
The questions I kept coming back to
As we worked through it, I kept asking myself a few things:
Would a procurement leader believe this?
Would they recognise the problem?
Would they understand the value quickly?
And would it survive a real buying process once Legal, IT, Finance, and everyone else got involved?
Coming from the other side of the table
I’ve spent years on the other side of those conversations.
Sitting through demos.
Reviewing business cases.
Picking apart savings claims.
Trying to work out whether a supplier understands procurement as a function, or just understands the language of it.
That perspective is useful in a revenue room.
What procurement people already know
Procurement people are very good at spotting where pitches become fragile.
They know:
which claims feel inflated
where assumptions don’t hold up
how quickly enthusiasm fades once more stakeholders get involved
They also know something more subtle.
Two companies can look identical on paper and still be completely different prospects.
Same revenue. Same headcount. Same industry.
But:
One has mature procurement, clear ownership, and executive backing.
The other has fragmented processes, weak data, and no real authority.
That difference changes everything.
One is ready to buy.
The other may agree with the problem and still be unable to act.
Why ICP work actually matters
That’s where ICP work gets interesting.
It stops being about surface-level similarity and starts being about real buying readiness.
Personas are not job titles
The same applies to personas.
“CPO” tells you very little on its own.
A useful persona explains:
responsibilities
metrics
pressure
blockers
Because the role changes depending on context.
A CPO may care about capacity, control, and strategic impact.
A procurement ops leader may care about consistency and adoption.
A category manager may care about whether the tool helps them do the job, or just adds another system to manage.
Same title.
Completely different conversation.
Why procurement people are useful in revenue teams
This week also reinforced something else.
Procurement practitioners are incredibly valuable inside product, marketing, and sales teams.
Good procurement people already know how to:
diagnose problems
understand stakeholders
test assumptions
challenge value
build business cases
They understand how buying decisions actually happen.
That gives them a strong instinct for selling to procurement.
Not because they have all the answers.
But because they know where the weak ones usually are.
Closing thought
I work at Pactum, so that’s the context for this week.
But the lesson is broader.
Procurement tech companies need more practitioners close to revenue.
When that happens:
messages get sharper
sales conversations become more credible
and strategy gets closer to reality