We're not hiring someone to process purchase orders and chase renewals. We're hiring someone to figure out why we're spending millions on technology—and whether any of it is actually delivering what it promised.
Most procurement functions exist to buy things. This one exists to make technology investments produce measurable returns—and to build the AI-powered systems that make that possible at global scale.
Why This Matters
Deriv's mission is Trading for Anyone, Anywhere, Anytime. Serving millions of traders across the globe, around the clock, in multiple currencies and regulatory regimes. That scale demands hundreds of technology contracts—SaaS platforms, cloud infrastructure, security tools, data services—each one a decision that compounds over years.
Global trading means transactions in multiple currencies, regulatory environments, and time zones—continuously. Procurement can't bottleneck on approvals. Vendor performance can't hide behind contract jargon. We're building procurement operations where AI handles document extraction, spend analytics, and contract analysis—so humans focus on the negotiations and strategic decisions that actually move the business.
This isn't optimising spreadsheets. It's replacing them.
Why Deriv
We're already transforming finance with AI. While other companies are piloting procurement automation, we have production systems processing real transactions:
- Full procurement-to-payment orchestration: requisition, approval routing, invoice processing, vendor validation, reconciliation
- Document intelligence extracting structured data from invoices and validating authenticity
- Variance detection surfacing discrepancies before they become audit findings
- Payment assistants answering finance queries instantly via Slack
- Fraud detection running at every stage of the procurement cycle
You won't build from scratch. You'll take systems that are already handling real volume and push them further—own systems already handling real transactions, not prototypes waiting for product-market fit.
What You'll Do
Turn technology spend into competitive advantage
- Own global procurement strategy across SaaS, cloud infrastructure, and technology services. Every investment has to justify itself against growth targets, not just budgets.
- Negotiate complex agreements with vendors like AWS, Google, Microsoft, and dozens of specialist providers. Secure pricing that reflects our actual usage patterns, not their standard rate cards.
- Identify overlapping tools, underused licenses, and contracts that auto-renewed because nobody was watching. Kill the waste.
Hold vendors to account
- Build performance scorecards that measure what matters: uptime against SLA commitments, actual adoption versus purchased seats, business outcomes versus sales promises.
- When a vendor's service degrades or their roadmap diverges from our needs, you're the one who has that conversation—and you have the data to back it up.
- Design vendor governance that's rigorous without being bureaucratic. Controls that protect the business without slowing it down.
Build procurement that runs on intelligence, not intuition
- Deploy AI-powered tools for spend analytics, contract analysis, and market benchmarking. Make every negotiation data-informed.
- Work with AI engineers to push procurement automation further—from document extraction and approval routing to predictive renewal management.
- Build the dashboards and reporting that give leadership real-time visibility into technology spend, vendor risk, and commercial performance.
Influence decisions beyond procurement
- Partner with Engineering and Infrastructure on build-versus-buy decisions. Your commercial insight should shape technical architecture choices, not just follow them.
- Work with Legal on contract structures that protect us without killing deal velocity.
- Anticipate vendor market shifts—acquisitions, pricing model changes, emerging alternatives—before they become surprises.
Grow a high-performing team
- Mentor and develop procurement professionals who think commercially, not just administratively.
- Build the capabilities your team needs to support a rapidly scaling global organisation—analytical rigour, negotiation skill, vendor market knowledge.
Who You Are
You've managed technology procurement at scale
- 5–8 years across IT procurement, technology vendor management, or strategic sourcing. You've negotiated enterprise agreements with major cloud and SaaS providers. You know which contract clauses matter and which ones are theatre.
You understand technology well enough to challenge it
- You can hold your own in conversations with engineers, architects, and infrastructure teams. You don't need to write code, but you need to understand why one platform costs three times more than another—and whether it's worth it.
You negotiate with confidence and data
- Senior executives and global vendor account teams don't intimidate you. You walk into negotiations with spend data, usage analytics, and market benchmarks—not guesses. You secure outcomes, not just discounts.
You build things yourself
- Procurement models, analytics dashboards, governance frameworks. When something's broken, you fix it—you don't wait for someone else to build the process. You're comfortable with data tools and excited about what AI can do for procurement.
You Act As If Company Success Is Personal Responsibility
- When a critical vendor relationship deteriorates or a renewal catches the business off guard, it's your problem until it's fixed. You deliver results navigating obstacles—regulatory constraints, budget pressures, stakeholder politics.
The Honest Reality
This is demanding work. You'll own outcomes where accuracy isn't optional—auditors will check your contracts, finance will question your forecasts, and engineering will push back on your vendor recommendations. You'll balance speed with thoroughness, cost savings with quality, and innovation with compliance. Renewal deadlines don't move because your analysis isn't ready.
You'll navigate organisational complexity to get things done—getting Engineering, Security, Finance, and Legal to align when they all want different things from the same vendor. You'll make decisions with incomplete data and establish standards that others will be measured against.
But you'll define what technology procurement looks like when AI handles the routine. You'll build a function that creates lasting impact—work that serves as organisational reference, not throwaway processes. You'll shape how Deriv invests in the technology that powers a global fintech business. If you want a role with clear boundaries and limited scope, this isn't it. If you want functional ownership and real impact, it might be.
