Associate VP, IT Procurement & Supplier Management

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Technology is one of the organization’s largest, fastest-changing and most strategically important areas of external investment. The Associate Vice President, IT Procurement & Supplier Management will lead a 40+ associate organization responsible for converting annual technology spend into business capability, innovation, speed, resilience and financial value.

The AVP will serve as the senior Procurement partner to the Technology Leadership Team and reshape how Technology, Procurement and the supplier ecosystem work together.

The role leads category and supplier management across enterprise software and SaaS, cloud and infrastructure, hardware, telecommunications, technology labor, consulting, managed services and other technology-enabled services. Working across Technology, Finance, Legal, Risk, Privacy, Information Security and Procurement, the AVP will engage earlier in strategy and investment planning, improve supplier economics and performance, strengthen commercial leverage, reduce friction and cycle time, and build a commercially sophisticated, analytically rigorous and technology-enabled team.

Success will be measured by whether Technology moves faster, makes better investment decisions and receives greater value, innovation and resilience from its supplier ecosystem.

Key Responsibilities

Serve as Technology’s Strategic Commercial Partner

• Serve as the senior Procurement relationship leader and trusted commercial advisor to the Technology Leadership Team.

• Translate Technology strategy, architecture, investment priorities and multi-year roadmaps into integrated category, supplier and commercial strategies.

• Connect Technology planning and funding decisions with Procurement’s sourcing pipeline, renewal calendar and value commitments.

• Engage before requirements and supplier preferences are fixed, helping leaders evaluate make, buy, partner, renew, consolidate and exit alternatives.

• Shape demand, challenge unnecessary complexity and clarify the total cost, risk and strategic implications of commercial decisions.

• Bring external market intelligence, supplier perspectives and competitive alternatives into Technology planning.

• Deliver concise, decision-ready executive recommendations covering value, cost, risk, contractual exposure, optionality and tradeoffs.

• Establish Procurement as an extension of Technology leadership rather than a downstream execution function.

Accelerate Execution and Simplify the Experience

• Lead the overall Technology-Procurement commercial experience while maintaining clear decision rights across enterprise functions.

• Identify and remove bottlenecks across intake, sourcing, due diligence, contracting, approvals and renewals.

• Establish transparent service levels, ownership, escalation paths and performance measures.

• Create differentiated pathways based on value, complexity and risk so routine work moves quickly and consequential decisions receive appropriate rigor.

• Use intake, orchestration, analytics and automation to improve transparency, data quality and cross-functional coordination.

• Reduce fire drills through disciplined demand and renewal planning, early risk identification and clear executive decision calendars.

• Build a culture of urgency, accountability and practical problem-solving focused on measurable speed-to-value.

Lead Category Strategy and Enterprise Value Creation

• Own enterprise strategies for software and SaaS, cloud, infrastructure, hardware, telecommunications, technology labor, consulting and managed services.

• Develop multi-year category strategies grounded in Technology roadmaps, architecture direction, consumption data, market intelligence, benchmarks, cost drivers and emerging technologies.

• Maintain a forward-looking portfolio of sourcing, renewal, optimization, demand-management and supplier-transformation opportunities sufficient to meet enterprise-value commitments.

• Drive value beyond price through license and consumption optimization, demand reduction, supplier and application rationalization, labor productivity, commercial-model redesign, contractual value recovery, working capital, risk reduction and supplier innovation.

• Partner with Technology Finance to connect commitments, utilization, consumption and forecasts with realized financial outcomes.

• Evaluate total Technology economics, including implementation, integration, migration, support, adoption, exit costs and technical-debt implications.

• Personally lead or sponsor the organization’s most complex, highest-value and highest-risk Technology negotiations.

• Build negotiation strategies using supplier economics, benchmarks, competitive alternatives, contractual rights, switching costs and enterprise-wide leverage.

• Establish disciplined renewal planning that creates leverage well before deadlines and eliminates surprise renewals.

• Partner with Finance to establish credible baselines and ensure commercial outcomes translate into measurable enterprise impact.

Shape the Technology Supplier Ecosystem

• Lead Supplier Managers responsible for strategic and enterprise-critical Technology suppliers.

• Segment suppliers based on criticality, value, dependency, concentration, switching complexity and risk.

• Define the strategic role each critical supplier should play in the future Technology ecosystem.

• Establish executive governance, supplier scorecards, performance expectations, issue-management disciplines and joint value plans.

• Hold suppliers accountable for service, contractual commitments, commercial competitiveness, productivity, innovation and business outcomes.

• Coordinate relationships with suppliers serving multiple areas of the enterprise to create one company position and stronger negotiating leverage.

• Use strategic suppliers to identify emerging capabilities, market shifts and innovation opportunities.

• Partner across Technology and Risk functions to address cybersecurity, resiliency, concentration, financial, operational, data and fourth-party risks.

• Establish credible remediation, transition and exit strategies when supplier performance, economics, risk or strategic fit falls short.

Build a High-Performance, Technology-Enabled Team

• Lead and develop a 40+ associate organization of Category Managers, Supplier Managers and procurement professionals.

• Set clear expectations for strategic partnership, commercial judgment, speed, accountability, executive communication and enterprise impact.

• Shift the team from processing demand to shaping decisions, anticipating opportunities and influencing Technology strategy.

• Build deep capabilities in Technology markets, cloud and consumption economics, software licensing, technology labor, total-cost analysis, category strategy, complex negotiation, supplier economics and executive influence.

• Increase capacity by simplifying work, standardizing repeatable activities, leveraging shared services and automating work before adding resources.

• Embed AI, analytics and digital tools into strategy development, negotiation preparation, contract analysis, supplier monitoring and risk identification, with clear human accountability.

• Hold leaders accountable for outcomes, stakeholder experience, commitments, talent development and organizational health.

• Strengthen succession readiness and develop leaders who can independently advise senior executives and constructively challenge assumptions.

Modernize the IT Procurement Operating Model

• Design an integrated operating model connecting Category Management, Supplier Management, sourcing, contracting, Procurement operations, Finance and enterprise centers of excellence.

• Clarify accountabilities, decision rights and handoffs to eliminate duplication and unnecessary layers.

• Create an authoritative executive view of Technology demand, active engagements, renewals, supplier performance, contractual exposure, risks and required decisions.

• Establish a disciplined operating cadence covering category strategy, pipeline, value delivery, cycle time, renewals, supplier performance, risk and talent.

• Use analytics, market intelligence, contract intelligence and AI to identify opportunities and risks proactively.

• Improve adoption of preferred suppliers and commercial standards while simplifying the stakeholder experience.

• Partner with the Chief Procurement Officer and Procurement Leadership Team to advance Procurement as an enterprise force multiplier that improves decisions, accelerates execution and creates greater value.

How Success Will Be Measured

• Delivery of validated savings, cost avoidance, cost containment, productivity and broader enterprise-value commitments.

• A finance-aligned opportunity portfolio with sufficient actionable coverage against annual targets.

• Multi-year category strategies covering the substantial majority of addressable Technology spend.

• Reliable forward visibility to material demand, renewals, funding decisions and commercial commitments.

• Elimination of surprise renewals and material reduction in reactive escalations and fire drills.

• Measurable improvement in sourcing, SOW, contracting and approval cycle times.

• Clear service levels, ownership and escalation paths across the commercial lifecycle.

• Strategic suppliers operating under defined relationship strategies, governance, performance measures and joint value plans.

• Improved supplier performance, commercial competitiveness, innovation, contractual value realization, resilience and risk outcomes.

• Increased confidence from Technology leadership and greater use of decision-ready Procurement recommendations.

• More team capacity devoted to strategy, market intelligence, negotiation, executive advisory and supplier value creation.

• Demonstrated productivity and decision-quality improvements through analytics, automation and AI.

• Stronger talent retention, succession readiness and internal leadership capability.

Use your skills to make an impact

Work at Home Requirements: To ensure Home or Hybrid Home/Office employees’ ability to work effectively, the self-provided internet service of Home or Hybrid Home/Office employees must meet the following criteria: At minimum, a download speed of 25 Mbps and an upload speed of 10 Mbps is required; wireless, wired cable or DSL connection is suggested. In certain roles, the minimum recommended internet speed required by Humana may not be sufficient for business needs. Humana reserves the right to require associates to upgrade their internet service if necessary. Work from a dedicated space lacking ongoing interruptions to protect member PHI / HIPAA information.

Travel: While this is a remote position, occasional travel to Humana's offices for training or meetings may be required.

Scheduled Weekly Hours

40

Pay Range

The compensation range below reflects a good faith estimate of starting base pay for full time (40 hours per week) employment at the time of posting. The pay range may be higher or lower based on geographic location and individual pay will vary based on demonstrated job related skills, knowledge, experience, education, certifications, etc.

$184,800 - $254,100 per year

This job is eligible for a bonus incentive plan. This incentive opportunity is based upon company and/or individual performance.

Description of Benefits

Humana, Inc. and its affiliated subsidiaries (collectively, “Humana”) offers competitive benefits that support whole-person well-being. Associate benefits are designed to encourage personal wellness and smart healthcare decisions for you and your family while also knowing your life extends outside of work. Among our benefits, Humana provides medical, dental and vision benefits, 401(k) retirement savings plan, time off (including paid time off, company and personal holidays, paid parental and caregiver leave), short-term and long-term disability, life insurance and many other opportunities.

Application Deadline: 10-29-2026

About us

About Humana: Humana Inc. (NYSE: HUM) is a leading U.S. healthcare company. Through our Humana insurance services and our CenterWell healthcare services, we make it easier for the millions of people we serve to achieve their best health – delivering the care and service they need, when they need it. These efforts are leading to a better quality of life for people with Medicare and Medicaid, families, individuals, military service personnel, and communities at large. Learn more about what we offer atHumana.comand atCenterWell.com.

Equal Opportunity Employer

It is the policy of Humana not to discriminate against any employee or applicant for employment because of race, color, religion, sex, sexual orientation, gender identity, national origin, age, marital status, genetic information, disability or protected veteran status. It is also the policy of Humana to take affirmative action, in compliance with Section 503 of the Rehabilitation Act and VEVRAA, to employ and to advance in employment individuals with disability or protected veteran status, and to base all employment decisions only on valid job requirements. This policy shall apply to all employment actions, including but not limited to recruitment, hiring, upgrading, promotion, transfer, demotion, layoff, recall, termination, rates of pay or other forms of compensation and selection for training, including apprenticeship, at all levels of employment.

Humana complies with all applicable federal civil rights laws and does not discriminate on the basis of race, color, national origin, age, disability, sex, sexual orientation, gender identity or religion. We also provide free language interpreter services. See our