Charles De-Souza oversees Indirect Procurement at the European Bank for Reconstruction and Development (EBRD). He is leading a transformation that redefines procurement as a strategic enabler. With over two decades of experience across retail and financial services, Charles brings a fresh perspective to a function that has long been seen as transactional.
Founded in 1991 to help build a new, post-Cold War era in central and eastern Europe, the EBRD was designed to foster market-oriented economies and private enterprise. Today, the EBRD operates in 42 countries across three continents, investing over €210 billion in more than 7,500 projects, with a strong focus on sustainability, green finance, and inclusive development.
Emma Craney explores Procurement at the EBRD with Charles.
Getting Procurement Right at the EBRD
Focusing on Relevance to your Organisation
Charles’ transformation journey is rooted in the theme of relevance. He challenges the traditional view of procurement as a rigid, process-driven function and instead positions it as a dynamic, responsive partner to the business.
“Procurement must be what the organisation needs it to be, not what we want it to be.” Charles explains in conversation with Emma Craney.
Charles’ approach involves:
- Recognising that past spend is not a blueprint for future strategy
- Bringing procurement into the present by aligning with business goals
- Future-proofing through agility, stakeholder engagement, and strategic thinking
A Tailored Approach: Listening Before Leading
Charles avoids a one-size-fits-all model. Instead, his team began by mapping stakeholders, then dispersed to have conversations, not just to gather requirements, but to understand the culture, challenges, and aspirations of each department. Without winning the hearts and minds of your stakeholders, Procurement cannot thrive.
This led to a pivotal shift from sourcing to business partnering, a move that:
- Embedded procurement professionals within business units
- Fostered trust and visibility
- Enabled serendipitous conversations that led to unexpected insights and upskilling
This model supports the wider transformation agenda, where communication, visibility, and strengthened relationships are key. Quick wins, such as solving long-standing pain points, help build credibility and maintain momentum.
Charles champions philosophies like:
- “Evolution over excellence”, not settling for “good enough”
- “Innovate and Improve”, embracing change as an organisation
- “Service Orientation”, proactive and empathetic approach to understanding and appropriately challenging the organisation and its partner vendors
People First: Procurement Superpowers
At the heart of Charles’s strategy is people. He believes the future of procurement lies in human skills, not just technical expertise. His team is built around three core superpowers:
- Relationship Building – creating trust and influence across the organisation
- Understanding Connections – seeing the links between departments, goals, and spend
- Curiosity and Learnability – hiring for mindset, not just experience
Stakeholders are even involved in recruitment, ensuring hires are aligned with the organisation’s values and mission.
AI as an Enabler, Not a Replacement
Charles sees AI and automation as tools to free up time, not replace people. While machines can handle transactional tasks, they cannot replicate emotional intelligence, strategic thinking, or stakeholder engagement.
“AI can’t build relationships or interpret nuance. That’s where people shine.”
By automating the routine, procurement professionals can focus on what truly matters: enabling the business, driving impact, and building the future.
Conclusion: Procurement with Purpose
Charles’ leadership at the EBRD exemplifies how procurement can evolve from a reactive function to a strategic enabler. His work is not just about cost savings—it’s about impact, innovation, and transformation.
For those considering a career in procurement, his advice is simple:
- Be curious
- Learn the business
- Build relationships
- Focus on progress, not perfection
“Procurement isn’t just about buying, it’s about enabling. If you want to make a difference, this is the place to do it.”
Power to the people!
Charles’ leadership at the EBRD is grounded in the belief that procurement flourishes when teams are empowered to think entrepreneurially. He advocates for a model of distributed competence, where decision-making is shared across a team of curious, autonomous professionals rather than being centralised. This approach cultivates agility, innovation, and accountability, qualities that are vital in a complex, multinational organisation. By involving stakeholders in recruitment and prioritising mindset over longevity, Charles ensures his team is not only technically proficient but also driven by purpose.
Entrepreneurial teams are better equipped to navigate ambiguity, challenge assumptions, and co-create solutions with the business. In a world where AI handles the transactional, it is this human ingenuity that delivers strategic value and drives transformation.
If you’re looking to build exceptional, future-ready procurement teams, partner with Procurement Heads, we’re experts in connecting organisations with the talent that makes transformation possible.
