Director, MPF Procurement and Integration

Who we are
For more than 40 years, Reworld has been a leader in sustainable waste solutions, providing our customers with innovative solutions that help them achieve carbon-negative outcomes.

Our Vision
Reworld is leading the charge to a carbon-negative future through revolutionary sustainable materials management solutions that reduce, reuse, recycle and reimagine waste for the benefit of society and the environment.

Our Business
Reworld partners with businesses by offering cutting-edge engineering and innovative solutions, to help customers reduce, reuse, recycle and recover value from waste streams and meet or exceed their sustainability goals.

Our Value
Reworld's differentiator comes from our ecosystem of technology, facilities and partnerships, trusted by the world’s largest organizations to reimagine waste management for a smarter, more sustainable world.

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The Director, MPF Procurement and Integration is a central team leadership role primarily responsible for driving MPF procurement integration in full alignment with Corporate Procurement Policy, standard S2P processes, and SOX control requirements
. Integration success is defined not only by savings and adoption, but by consistent adherence to approved procurement policies, processes, and internal controls across regions and functions
. The role drives this integration through regional and cross-functional execution
, ensuring compliance is embedded into day-to-day behaviors rather than treated as a separate control activity.

• Lead the integration of MPF procurement into the enterprise model in strict alignment with Corporate Procurement Policy and standard sourcing processes.
• Ensure regions and functions consistently follow approved sourcing, contracting, and PO issuance requirements, with no parallel or informal workarounds.
• Translate corporate policy into clear, executable regional expectations, balancing operational practicality with governance.
• Drive behavioral change so that policy compliance becomes how work is done, not an exception-driven exercise.
• Coordinate with other central leaders to ensure one consistent enterprise message on policy, process, and controls.

• Work with Regional Procurement and Regional Operations to embed corporate procurement policy into operational planning and execution.
• Partner with Finance, Engineering, Legal, and COE teams to ensure procurement processes support both business execution and control requirements.
• Actively address non-compliance, stalled adoption, or policy circumvention through engagement, escalation, and corrective action.
• Reinforce that policy adherence and SOX compliance are non-negotiable, while still enabling timely business execution.

• Drive procurement savings through compliant sourcing and contracting practices, not through off-process actions.
• Improve visibility into MPF spend, compliance gaps, and leakage, ensuring data supports SOX-relevant controls.
• Partner with Finance to ensure savings are:
  • Properly approved
  • Accurately attributed
  • Consistent with SOX and internal audit expectations
• Ensure procurement controls (approvals, segregation of duties, documentation) are embedded in the integrated operating model.

• Drive adoption of S2P tools (e.g., Jaggaer) as the system of record supporting Corporate Procurement Policy and SOX controls.
• Ensure systems and workflows enforce:
  • Proper approvals
  • Competitive bidding requirements
  • Contracting and PO controls
• Assess resource gaps across regions and functions, including:
  • Bandwidth (capacity to follow compliant processes)
  • Skill (understanding of policy, sourcing rigor, system use)
  • Will (willingness to operate within corporate standards)
• Address gaps through enablement, reprioritization, or escalation, ensuring policy adherence is achievable and enforced.
• Reinforce that enablement is not optional training, but a requirement to sustain compliant execution.

• MPF procurement…