Anders Lillevik

Anders Lillevik is CEO and Founder of Focal Point. Established just over four years ago, Anders has helped the company achieve rapid growth, leveraging his 25+ years of experience in the procurement space, and as a former Chief Procurement Officer for several large-scale organisations. 

With his experience in building and turning around large, complex procurement organisations to be best in class. Anders has an extensive background in rolling out new procurement infrastructure and optimising legacy technology investments. With this experience, Anders founded Focal Point to help organisations maximise the value of their procurement spend.

During his time as head of procurement at these large organisations that inspired Anders to found Focal Point.

Speaking to Procurement Magazine, Anders discussed how he ended up in procurement, the future of supply chains and why celebrating procurement is so important.

How did you end up working in the procurement space?

When I graduated college in the nineties, I fell into an accounting job and hated it. I decided to get my MBA, which included a co-op program: four months of school, four months of work. My first co-op placement was in a procurement organisation atBank ofMontreal, where a procurement function was being built from scratch. Kearney , one of the best procurement consultants in the business, was assisting in setting up the shop. They needed me for performance analysis to track and validate money saved. I also built a spend analysis tool to track all supplier expenses. In two months, I developed a supplier analysis solution, normalising three accounts payable data sources. They were impressed and offered to support my MBA part-time while I worked there. I stayed for four or five years. Initially, my boss had me automate everything, and once I did, I transitioned into sourcing roles. I started in technology procurement sourcing and found it fascinating. It wasn't planned, but I found it super cool and never looked back.

What does an ‘average day’ look like to you? 

We're a startup, so there isn't a typical day. I split my time between existing customers, designing product features with the development team, sales, and talking to investors. What I enjoy most is talking to customers and building cool products. Our rapid development is a lot of fun.

Why do you enjoy talking to customers so much?

I’ve spent 30 years in procurement and can often help prospects and customers based on my experience. Even if they never become customers, I enjoy helping them. I love seeing customers use our solutions and improve their processes. For example, we had a customer with unnecessary approvals, since 100% of the approvals happened without interjection or clarifying questions, adding three days to the process. We suggested removing them, saving time and improving efficiency. We focus on setting up processes that make sense and adding value, not just enabling technology.

How did you go from working in procurement to forming your own company?

I managed large global procurement organisations, handling billions of dollars in spend. Despite spending millions annually on procurement technology, we did all our strategic work in Excel and email. Excel doesn’t scale well for global operations. We lacked systems for gathering requirements, engaging stakeholders, and tracking projects. I realised we needed a system to track and manage everything, providing instant feedback and insights. That was my epiphany: to build something that integrates existing infrastructure and provides actionable insights.

What are the greatest challenges facing procurement leaders?

We’re used to dealing with crises, from pandemics to supply chain disruptions. The challenge is the increasing complexity and demands of the function without adequate resources. We’re often mandated to do more without being consulted or supported. Having a seat at the table to understand and address these implications is crucial.

How can procurement get its voice heard to make operations more cooperative?

We need to communicate our value beyond savings. Highlight how we keep operations running smoothly, reducing cycle times, increasing value, and managing risks. Tailor the message to what your organisation values. For example, some companies prioritise speed over savings. Understand your customer’s needs and speak their language.

How are you and Focal Point preparing for future supply chain crises?

We’re developing solutions for quick due diligence and setting up multiple suppliers for critical goods. Our broad and deep connectivity to underlying systems allows us to set up new processes quickly, enabling rapid response to crises. We bring intelligence and execution together, making our solutions powerful and adaptable.

How are you and Focal Point prioritising sustainability in your supply chain?

Americans are catching up to Europeans in sustainability. Procurement impacts sustainability when selecting and managing suppliers. We track and compare carbon footprints and other metrics, helping customers reduce their impact. We also help suppliers improve their sustainability, providing resources and support. It’s about action, not just reporting.

What are your goals for the next 12-18 months?

Professionally, we aim to complete our product set and triple revenue this year. Building valuable solutions for customers is our priority. Personally, I focus on staying healthy, exercising, eating well, and avoiding burnout. Balancing personal and professional life is crucial for overall well-being.

To read the full story in the magazine click HERE

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