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ARTEMIS EXECUTIVE PARTNERS seeks a procurement leader to build and professionalize the function supporting capital projects, expansions, and operations. The role bridges engineers, operations, finance, and suppliers to define sourcing strategies and contracts with a hands-on, entrepreneurial approach.
The successful candidate will drive procurement budgets, implement robust controls in SAP, and develop a scalable organization aligned with the company’s growth trajectory.
Location:On-Site | Galleria Area with 10% travel
Our client is a rapidly growing U.S. distributor of cement and construction materials operating within a diversified international group of companies. Cement distribution plays a critical role in supporting U.S. infrastructure, commercial development, and manufacturing supply chains.
The company is actively expanding its distribution network through new terminals, satellite locations, and strategic partnerships while evaluating opportunities for organic growth and acquisitions to strengthen its national footprint. The organization operates with a lean leadership structure that provides team members direct exposure to senior decision makers and meaningful involvement in strategic initiatives.
While established and well capitalized through its international ownership, the U.S. business operates with the pace and entrepreneurial mindset of a growth-stage organization. The environment is hands-on, fast-moving, and well suited for leaders who enjoy building processes and infrastructure while remaining directly involved in execution.
The Procurement Manager will lead the continued development and professionalization of the company's procurement function while supporting significant capital projects, facility expansion, operations, maintenance, and supply-chain requirements.
This is not a traditional corporate purchasing role. The company is seeking a technically oriented procurement leader who understands projects, engineering requirements, sourcing strategy, and commercial negotiations and can effectively bridge the needs of engineers, operations leaders, subject‑matter experts, suppliers, and finance.
The Procurement Manager will help build a more disciplined and predictable procurement organization, establish appropriate processes and controls, improve supplier terms, develop procurement budgets, and support an expanding portfolio of greenfield and brownfield capital projects.
The position will initially work closely with Finance due to the significant overlap between procurement controls, cash management, budgeting, and SAP. As the organization evolves, the reporting structure and scope of the function may also evolve. The role is expected to ultimately lead the procurement organization, which currently consists of approximately three team members and could grow to approximately five or six.
The successful candidate will bring a combination of technical aptitude, project procurement experience, commercial judgment, and hands‑on leadership.
The strongest candidate is likely someone who has worked alongside engineering and project teams and is comfortable interpreting technical requirements even when they are not personally the subject‑matter expert. This individual should know how to ask the right questions, engage engineers and operational leaders, understand project scope, and translate those requirements into an effective sourcing and contracting strategy.
Experience specifically within cement is not required. Relevant backgrounds may include:
Experience with logistics, terminals, or transportation‑intensive operations is a strong plus given the company's growth plans and increasing supply‑chain complexity.
This organization is lean and entrepreneurial. Leaders are expected to remain close to the work rather than managing exclusively through spreadsheets or delegating execution to large support teams.
The successful Procurement Manager will be:
Hands‑on and entrepreneurial. The individual must be comfortable personally doing the work when necessary and operating without the infrastructure typically available within a large corporation.
Low ego and collaborative. The company is not looking for someone who arrives with a predetermined corporate playbook and immediately attempts to impose it on the organization.
Solutions‑oriented. Leadership specifically values people who identify problems and bring forward practical solutions, rather than simply pointing out deficiencies.
A strong listener. The new leader should first understand the business, people, existing knowledge, and operational requirements before determining what needs to change.
Comfortable with ambiguity. Processes and organizational structures will continue to evolve as the company grows.
Able to influence without unnecessary friction. Implementing stronger procurement controls will require changing established behaviors. The individual must be able to gain credibility, explain the business rationale behind changes, and bring stakeholders along.
A developer of people. The existing procurement team is described as smart, hardworking, eager to learn, and receptive to stronger leadership. The new manager will have an opportunity to develop existing talent while building the broader function.