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Techday NZ
5 days ago
- Business
- Techday NZ
Doug Kurfess joins Globality as Chief Sales Officer to drive AI sourcing
Globality has appointed Doug Kurfess as Chief Sales Officer to head its global sales efforts. Kurfess joins Globality with over two decades of experience in enterprise software sales, having led sales teams at several technology firms. His previous roles include serving as Senior Vice President of Global Sales at Coupa, where he contributed to the company's expansion from USD $40 million in annual recurring revenue to more than USD $750 million. He also worked at Salesforce in a range of sales leadership roles during its early period of substantial growth. Most recently, Kurfess was Chief Revenue Officer at OpenEnvoy, an autonomous finance platform. In his new role at Globality, Kurfess will be responsible for all aspects of the company's worldwide sales function. This will include enterprise sales, business development representatives, revenue operations, and defining the go-to-market strategy. The company's focus is on scaling the adoption of its AI-driven sourcing platform among large enterprises. Globality is the most innovative and impactful sourcing solution in the market - with genuine, native-built AI that has been developed over more than a decade. I have seen firsthand what's possible in this space, and I am confident Globality has the product, people, customer support, and momentum to transform how the world's biggest and best companies buy the goods and services they need. Globality offers an AI-native autonomous sourcing platform that has received several industry recognitions. The company was named Best Technology Provider at the 2024 World Procurement Awards and is noted as the only autonomous sourcing solution featured in the Spend Matters 50 to Know list. Its client base includes major corporates such as Santander, British Telecom, Fidelity Investments, T. Rowe Price, Tesco, Hewlett Packard, and Invesco, among others. These organisations use Globality's solution to lower costs, improve operational efficiency, and enhance decision-making throughout their procurement processes. Leadership perspectives Joel Hyatt, Co-Founder, Chairman, and Chief Executive Officer at Globality, commented on the appointment, highlighting Kurfess's experience in the procurement technology sector and his previous successes scaling sales organisations. Doug's domain expertise in procurement technology and successful stints at Salesforce and Coupa position him to accelerate Globality's mission: transforming how companies better manage all their enterprise spend through the use of Agentic AI-driven autonomous sourcing. Hyatt further stated, "Doug has previously scaled companies in our space from startup to hundreds of millions in revenue - and he believes Globality is on the same path. His deep understanding of our market and commitment to execution will help achieve our ambitious growth goals." Company background Globality was established with the aim of improving the management of enterprise spending by leveraging artificial intelligence. Its platform is designed to make sourcing more efficient, fair, and value-oriented, while supporting Fortune 500 clients in reducing costs, streamlining operations, and achieving improved business outcomes. The company's development of AI technology extends over more than a decade, and it continues to expand its offerings to support its global client base. Follow us on: Share on:
Yahoo
15-07-2025
- Business
- Yahoo
Established Players Like SAP Ariba, Coupa, and Oracle Lead the Competitive $7.9 Billion Industry
The Procurement Technologies and Services market is evolving rapidly, offering a range of capabilities from e-sourcing and spend analytics to AI-driven platforms for automation and real-time ESG integration. This growth is propelled by enterprise investments and SMB adoption of Procurement-as-a-Service solutions. Key players like SAP Ariba, Coupa, and emerging startups such as EcoVadis and Simfoni are innovating with AI/ML and cloud-native technologies. North America leads in digitalization initiatives, while strategic sourcing dominates by component application. Despite facing data security challenges, the market is supported by major players and strategic partnerships driving innovation and competitive intensity. Procurement Technologies and Services Market Dublin, July 15, 2025 (GLOBE NEWSWIRE) -- The "Procurement Technologies and Services Market - A Global and Regional Analysis: Focus on Application, Product, and Country Analysis - Analysis and Forecast, 2025-2034" report has been added to offering. Procurement Technologies and Services Market projected to reach $21.23 billion by 2034 from $7.93 billion in 2025, growing at a CAGR of 11.5%The Procurement Technologies and Services market today encompasses a broad suite of capabilities - ranging from e-sourcing and spend analytics to supplier-risk management and full procurement-as-a-service offerings - delivered via on-premise, cloud-native and hybrid deployment models. Major enterprise buyers are investing in AI-driven platforms that automate routine workflows, enable prescriptive sourcing insights and integrate real-time ESG metrics, while mid-market and SMB segments are increasingly adopting modular Procurement-as-a-Service (PaaS) solutions to lower upfront costs and accelerate time-to-value. This dynamic ecosystem is supported by an expanding roster of incumbent vendors (SAP Ariba, Coupa, Ivalua) alongside a wave of specialized startups (EcoVadis, Scoutbee, Simfoni), all vying to deliver deeper analytics, seamless ERP integration and enhanced supplier collaboration tools. Procurement Technologies and Services Market Lifecycle StageThe market is firmly in its growth stage, marked by accelerating adoption curves, prolific product innovation and rising competitive intensity. While early entrants focused on basic e-procurement and contract-management modules, the past 18 months have seen an influx of advanced AI/ML capabilities, cloud-native architectures and vertical-specific service levels are high - both from strategic acquirers seeking to consolidate capabilities and from venture-backed challengers introducing next-generation analytics and collaboration platforms. As integration complexity and data-privacy requirements mature into standardized best practices, the market is transitioning toward maturity, with consolidation and differentiation becoming the defining themes of the next 24 months. Procurement Technologies and Services Market Key Players and Competition SynopsisThe Procurement Technologies and Services market is dominated by a cohort of established software providers - led by SAP Ariba (SAP SE), Coupa Software, Oracle Procurement Cloud, Ivalua and Jaggaer - alongside specialist vendors such as Zycus, GEP and Proactis. These leaders vie for prominence through differentiated value propositions: SAP Ariba leverages deep ERP integration and expansive partner ecosystems; Coupa emphasizes a unified, AI-native spend-management platform with a rich community-sourced benchmark database; Oracle capitalizes on its autonomous cloud infrastructure to embed advanced analytics across source-to-pay workflows; Ivalua and Jaggaer focus on configurability and rapid time-to-value for complex sourcing is further intensified by the emergence of niche players - IBM Emptoris in supplier risk management, SynerTrade for configurable e-sourcing, and innovative startups delivering modular Procurement-as-a-Service offerings - prompting continuous feature expansion, strategic acquisitions and ecosystem alliances aimed at capturing both large-enterprise and mid-market segments. Key Attributes: Report Attribute Details No. of Pages 120 Forecast Period 2025 - 2034 Estimated Market Value (USD) in 2025 $7.93 Billion Forecasted Market Value (USD) by 2034 $21.23 Billion Compound Annual Growth Rate 11.5% Regions Covered Global Demand Drivers and Limitations The following are the demand drivers for the global procurement technologies and services market: AI-Driven Digital Transformation The global procurement technologies and services market is expected to face some limitations as well due to the following challenges: Data Security and Privacy Regulations Current and Future Impact Assessment Stakeholder Analysis Use Case End User and Buying Criteria Market Dynamics Overview Market Drivers Market Restraints Market Opportunities Investment Landscape and R&D Trends Supply Chain Analysis Future Outlook and Market Roadmap Procurement Technologies and Services Market Segmentation: Application:Manufacturing is one of the prominent application segments in the global procurement technologies and services market. Manufacturing BFSI Energy Travel and Hospitality Healthcare Others Component: The global procurement technologies and services market is estimated to be led by the strategic sourcing segment in terms of component. Strategic Sourcing Spend Management Category Management Process Management Contract Management Transactions Management Region: North America is anticipated to gain traction with increasing digitalization demand and government initiatives North America - U.S., and Canada Europe - Germany, France, Italy, Spain, U.K., and Rest-of-Europe Asia-Pacific - China, Japan, South Korea, India, and Rest-of-Asia-Pacific Rest-of-the-World - South America and Middle East and Africa Some prominent names established in the procurement technologies and services market are: Accenture Infosys GEP Genpact Proxima WNS Capgemini IBM Wipro HCL TCS Xchanging Aegis Corbus CA Technologies For more information about this report visit About is the world's leading source for international market research reports and market data. We provide you with the latest data on international and regional markets, key industries, the top companies, new products and the latest trends. Attachment Procurement Technologies and Services Market CONTACT: CONTACT: Laura Wood,Senior Press Manager press@ For E.S.T Office Hours Call 1-917-300-0470 For U.S./ CAN Toll Free Call 1-800-526-8630 For GMT Office Hours Call +353-1-416-8900Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Forbes
10-06-2025
- Business
- Forbes
AI's $500 Billion Opportunity Begins With Reimagining Procurement
Leagh Turner is Chief Executive Officer at Coupa. getty We hear it all the time: AI is changing the way we work. Its capabilities are accelerating, transforming roles, redefining career paths and opening new avenues for growth and innovation. McKinsey and others argue that there is up to $500 billion in inefficiency trapped in procurement processes that are waiting to be transformed by automation and AI. But what now? And where do you get started? Let me make a case for why AI should start with how buyers and sellers interact with one another to purchase goods and services in a more autonomous way. This isn't just about digitizing or automating a business process. It's about transforming how you better source business relationships for materials, goods and services; redefining your teams' roles, decision-making speed and scale in the process; and revolutionizing business outcomes. When you change how work gets done and how things are procured, you can reshape your P&L—transforming it from a backward-looking ledger into a forward-looking growth engine. Nowhere is this opportunity more apparent than in the world of procurement and spend management. Companies that embrace advanced AI technologies, such as agentic AI and GenAI, will widen the gap between themselves and their competitors. The ones that hesitate will struggle to play to win. So, how do you start getting after this $500-billion opportunity? Traditional procurement and cost management were reactive: tracking costs, managing risk, tackling strategic issues after the fact. We worked with fragmented data. We chased down invoices. We waited weeks to detect and respond to supply chain disruptions. We spent valuable time playing catch-up. Data is the new flywheel. AI flips that old model on its head. Today, speed and time are the new currency, with data serving as a flywheel effect. In a volatile economy, whoever can respond the fastest with the best data and intelligence wins. In spend management, better data means smarter sourcing decisions, improved cash flow management, faster supplier collaboration and greater resilience across the board. When you look at Gartner's recent CEO survey, 82% of companies expect productivity increases of 5% or more directly tied to AI. But that is just the tip of the iceberg. Efficiency gains of 10-50% are quickly becoming the new norm. The message is clear: Good data is no longer a nice-to-have. It is a survival skill. Recently, we hosted our annual customer conference in Las Vegas with over 2,000 of our enterprise customers and partners, and I was shocked by the number of customers that were actively operationalizing AI strategies across our platform or getting started on how to do so. At this stage, merely experimenting with AI is not enough. Operationalizing AI—embedding it into the core of your enterprise management processes—is what will separate the leaders from everyone else. The businesses that will thrive in the new normal are the ones where AI is actively driving their sourcing and purchasing decisions, optimizing things like supplier selection and payment timings, proactively identifying potential supplier or compliance risks and freeing up teams from manual tasks to perform higher-order, strategic work that generates revenue as opposed to merely cost-savings. This is the new reality for CEOs and finance and procurement leaders, including chief supply chain officers. They are responsible now for this AI transformation, shaping how their businesses respond to disruption and capitalize on opportunity. They're no longer managing just the bottom line—they're helping redefine how we all work. And this is not just theory. AI is taking the administrative burden off 'back office' teams so they can be repurposed and reimagined to perform more front office work. Take, for example, the case of a global bank, where they used AI to empower their former accounts payable team, refashioning their work to serve as customer renewal support teams and enabling them to earn 15% more in wages in the process. This is the true opportunity of today's leading AI platforms: to transform work, people and teams in this way. They and other leading companies have taken manual tasks like invoice processing, fraud detection and payment reconciliation and fully automated them—giving their own people more time and space to focus on more impactful work. AI is not just about eliminating jobs. It's about elevating them. It's about giving smart, capable people the best tools to do their best work—faster, with greater data and insight and with more purpose. There is a common misconception that AI success is just about volume: Collect more data, feed it into models and wait for the magic to happen. The reality is different and far more demanding. Getting the best data is what matters—data that is unified, trustworthy and purpose-built for the specific challenges you need to solve. When it comes to spend management, that means ensuring that the platform you choose is built on ethically sourced, normalized and intelligently organized data from actual customer interactions. Without that 'real data' foundation, no amount of AI power will deliver meaningful results by simply scraping the internet. Leaders need to ask themselves hard questions when it comes to the data feeding their AI strategies: • What is the quality and source of our data behind this AI? • How is it protected and governed? • What outcomes has it proven in real business terms, and what is it telling us? Speed without trust is reckless. Trust without speed is irrelevant. The reality is, you need both. Many companies fall into the trap of assuming that any technology with an "AI-powered" label will meet their needs. But there is a real difference between AI-native platforms—those built natively from the cloud, ground up to embed intelligence and orchestration at every layer—and legacy systems that bolt on AI capabilities after the fact, or AI that's built on nonstructured, unified data. AI models trained on fragmented data sets can miss key context and correlations, leading to slower AI model development, with inconsistent governance and quality control. An AI-native platform learns and scales faster and adapts automatically as your business needs change. It treats AI not as an add-on but as the engine riding shotgun with your business, enabling real-time, holistic insights that drive better cross-functional outcomes. In high-stakes areas like cost and spend management, where trillions in working capital, supplier relationships and operational resilience are on the line, this difference is not academic. It is critical. Scrutinize your technology platforms. Ask yourself whether AI is embedded throughout the platform and is not just a new feature layered on top. Future-proofing your operations means investing in systems built for AI, speed, intelligence and trust from the start. AI will be a game changer—not just for who survives, but for who leads. And in a world where the best data moat wins, the smartest investment is in systems and teams that can leverage this data to move fast, act strategically and create lasting enterprise value. Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?
Forbes
10-06-2025
- Business
- Forbes
AI Is Likely To Increase Revenues—As Long As CFOs Can Access Data
It's indisputable: AI's ability to draw nearly instant results from thousands of data points can improve financial analysis and forecasting. Stanford University's 2025 AI Index Report found that 70% of companies using AI for their financial departments have seen their revenues increase, while 56% report their internal costs had gone down. Despite the positive results, making good use of AI remains a challenge. Coupa's Strategic CFO report found that 44% of CFOs say they can't make informed decisions due to data challenges. Nearly half said gathering spend data is too labor intensive. While 85% said they can access this data instantly, nearly six in 10 said they have to tap into multiple systems. About 14% indicated the data-gathering process can take multiple days. And a quarter said their financial processes are still manual. The best AI system in the world won't be helpful if it can't get the data it needs. And in these times, as trade barriers rise and fall within days and stock markets take off and crash at the speed of social media posts, the ability to quickly perform up-to-the-minute analysis can be vital. CFOs need to reach out to CIOs to ensure that the financial systems and data are all modernized. It's time to get rid of legacy systems and file cabinets full of paper. Nine out of 10 CFOs said having a unified platform is crucial to their success, and the time to make those changes is now. In an uncertain economy, businesses are exploring many options to maintain their revenue and improve their viability. Spinning off business units to allow the business core to be more focused while growing other opportunities is an attractive option for larger companies. David Wyshner is a spinoff expert, having served as CFO for six spun-off companies—including Kyndryl, the managed infrastructure services business spun off from IBM in 2021. I talked to him about the strategy and financial opportunities in a spin. An excerpt from our conversation appears later in this newsletter. A help wanted sign in Selden, New York. For the most part, there were no wild swings in the stock market last week. But that doesn't mean things were uneventful. Employment figures were released, showing weak private sector job growth, according to a report from ADP. The U.S. added just 37,000 private sector jobs—far short of consensus forecasts of 110,000 new positions. Small business employment was down 13,000 and manufacturing jobs were down 3,000. Chris Larkin, head of trading and investing at E-Trade, told Forbes that some tariff-related slowdowns in the market were to be expected. Trump, meanwhile, used the report to demand that the Federal Reserve 'LOWER THE RATE' for baseline interest at its meeting next week. (According to CME FedWatch, 99.9% of analysts think interest rates will not be changed.) The Labor Department's employment report was more optimistic, indicating that the U.S. added 139,000 nonfarm jobs from April to May, and the unemployment rate held steady at 4.2%. Meanwhile, the newly increased 50% tariffs on most imported steel and aluminum went into effect last Wednesday. Trump had said this increase was necessary to counter 'trade practices that undermine national security,' though it was condemned by global players including the EU and Canada. At the 2025 Forbes Iconoclast Summit last week, hedge fund billionaire Ken Griffin shared his frustration with Trump's 'anti-growth' tariff agenda, which he said has 'taken their toll already on our economy.' Advocates encourage Tesla to fire Elon Musk by flying a banner over Mar-A-Lago as President Trump and Elon Musk feuded last week. Tesla continues to have a difficult time, though its recent problems have been more directly linked to CEO Elon Musk's relationship with President Donald Trump, two men known for high drama. Soon after Musk's stint as a temporary government employee ended, he took to social media, criticizing Trump's bloated budget bill, which contains several tax cuts and is projected $3.8 trillion to the federal deficit over the next decade. Tesla's stock plummeted, and Trump threatened to take actions that would harm Musk and his companies, including canceling NASA contracts with SpaceX. As the feud has cooled, Tesla's stock has recovered a bit—but it's still down 11% week over week. Even before Musk's controversial entry into politics as Trump's biggest financial backer and his time heading the so-called Department of Government Efficiency, gleefully hacking away at government employees, federal departments and funds for research and foreign aid, investors were becoming increasingly skeptical about Tesla. Aside from reactions to Musk's political turn, markets have not looked kindly at Tesla for about a year, as the company's vehicle deliveries, model development and progress on consumer cars have all been on the downswing. Several pension funds have major investments in the company, writes Forbes' Alan Ohnsman, and they have been pushing Tesla's board to do something about Musk. In April, nine state treasurers and comptrollers sent Tesla Chair Robyn Denholm a letter raising concerns about the risks to their economies if the company falters due to poor board governance. 'No other publicly traded company CEO would've been allowed to neglect his day-to-day duties like Musk has. No exception,' said Illinois Treasurer Michael Frerichs, who signed the letter. 'And if they had undertaken personal activities that hurt the reputation of a company or brand that badly, would they be treated like he has been?' getty AI can be a game changer for businesses, but it can also be an expensive drag on the balance sheet. A new report from billing software provider Chargebee found that companies that grew most in the last year were the ones that changed their pricing strategies to account for AI. The ones that were most successful combined a variety of pricing models: recurring subscriptions, usage-based models, outcome-based models and flat fees. Four in five of the companies surveyed that added AI said they are also changing their pricing. But how to adjust prices, especially in a time of economic uncertainty, is a challenge. Just over half said customer retention is their top concern, but 40% of businesses that adjusted prices last year reported a disconnect between increases and customer value. Nearly a quarter of companies struggled with explaining the benefits of adding AI functions to their services, while technical issues also caused struggles. Most SaaS providers have traditionally charged enterprises based on individual licenses, which is far different from a usage fee. Many companies, the study found, are testing out a variety of pricing structures to see what works best. Forbes senior contributor Alison Coleman talked to several companies about how they're making changes to their price strategies. Kyndryl CFO David Wyshner. If you're looking for a CFO with deep spinoff experience, David Wyshner is a good resource. He's worked on spinoffs as CFO at XPO, Wyndham Hotels and Resorts, and is the first CFO for IBM spinoff Kyndryl. I spoke with him about his work with spinoffs, the strategic opportunities they present, and how he's built a solid growth strategy for Kyndryl. This conversation has been edited for length, clarity and continuity. A longer version is available here. What are some of the things you have handled that are unique to a company going through a spin? Wyshner: There are so many opportunities to decide who you want to be when you grow up, and to start the process of getting there. In the case of Kyndryl, there were two really important elements. The first was: Culturally, how do we want to operate? How do we want to act and feel? The fact that Kyndryl's color is red, and that Kyndryl is spelled in a way that's a little bit funky and all lowercase. The fact that we're based here in New York City, not up in Westchester [County, New York] are all little signals that Kyndryl is different from IBM, its former parent company, that were all done intentionally. The culture we set up to be flat, fast and focused, which aren't always things that our former parent was known for. It was a really important part of what we've set up and tried to organize leadership behaviors around. The second element was establishing our strategy as an independent organization. Our rationale for becoming an independent company is one of the best I've ever seen. Previously, we were a captive managed services provider, and that strategically was just not a good place to be. As an independent company, we became an end-to-end services provider across a range of interconnected technologies. That independence to operate across a technology estate, rather than being constrained to a single parent company's technology, was a game changer. It increased our addressable market, changed what we could do for our customers. We weren't there just to provide help on IBM-related stuff. We were there to be a provider of services across their infrastructure and their tech estate, and we put in place a series of strategies to take advantage of the opportunity associated with that. Tell me about the three A's strategy. How does this strategy lay the groundwork for your plans? About three years ago, we announced the three A's: alliances, advanced delivery and focus accounts. The three A's were perfect for us. They were the things that strategically were important that would move the needle in terms of our results and competitive position. And the execution on them has been really strong. One was alliances, in building out our positioning across the tech estate. Advanced delivery was about driving automation and efficiency in how we deliver infrastructure services to customers. We've freed up thousands of people and saved over three quarters of a billion dollars a year by automating elements of what we do: Delivering services in a more automated and sophisticated way, and taking our service quality, which was always really strong to begin with, and making it even better than it was. That's been a huge win for us. It's been a driver of both margin expansion and continuing to have very strong customer satisfaction scores. The third element was our accounts initiative. When we became independent, we looked across our customer base and found that about 40% of our revenues were coming from accounts where we weren't making any money on a gross margin basis, which means we were losing money on a fully allocated pre-tax basis. Was it just because we were unlucky on 40%? No, it's because that's the way those deals had been priced and set up initially, often when our services relationship was part of a broader IBM relationship. That insight was some of the best news ever because it made it a fixable problem. We needed to get those accounts back to market pricing and levels of margin, and that's what we've been executing against ever since, adding to date about $900 million of annual profit. Of all the initiatives I've been involved with, it's one of the best in terms of impact that it's had and the execution we've delivered. We still have some runway there because we operate under long-term contracts, so not all of our contracts have come up for renewal yet. The idea that we're at $900 million and still have some opportunity to deliver more is incredibly exciting. Two years ago in calendar 2023, our stock was up 87%. Last year, it was up another 67%. This year, we're up in the mid-teens. The three A's have been the core driver because we told people exactly what we were going to do. We've reported on it each quarter, and people were able to see the progress that we've made in a way that really has been great in terms of our do-to-say ratio: What we've done relative to exactly what we said we were going to do. If you were to give some advice to other financial leaders, what would you say? One of the roles of finance is to drive great, impactful decision making across the organization. Where finance could be helpful is by analyzing, collaborating and prioritizing, and those are the areas I focus on. The quality of analysis that we can provide can support decision making. In fact, a lot of times, a good analysis makes what makes a decision really rather obvious. And so good objective analysis is really helpful. In organizations of almost any size, particularly larger organizations, collaboration is so critical to making progress. The third thing on my list is prioritizing. I think people and organizations can so easily get distracted by shiny objects, or devote more resources to things that are good or beneficial, but aren't as good or as beneficial as other things. And as a result, the idea of ruthless prioritization and making sure we're spending our resources—sometimes it's money, but it's often time, or organizational bandwidth for change—in a way that's really optimal. Analyze ruthlessly, collaborate ruthlessly—that's not an oxymoron—and prioritize ruthlessly. A recent study showed that managers believe just over a third of their employees are delivering great work. But if viewed through a lens of potential—two-thirds of employees have room for improvement—the statistic sounds hopeful. Here's what you can do as a leader to facilitate the conditions to work toward that improvement. TED Talks feature speakers with resonant, enlightening and inspirational messages. Even if you're not getting up on such a prominent stage, you can learn from them to become a better public speaker. Here are some tips to ease jitters and improve your message for the next time you talk to any size group. Which stablecoin issuer went public on the New York Stock Exchange last week? A. Tether B. Ethena Labs C. Circle D. MakerDAO See if you got the right answer here.
Yahoo
20-05-2025
- Business
- Yahoo
CrossCountry Consulting Awarded Coupa's North America Customer Success Partner of the Year
Coupa's Partner Connect Awards showcase incredible achievements, innovation, and growth MCLEAN, Va., May 20, 2025--(BUSINESS WIRE)--CrossCountry Consulting, a leading business advisory firm, announced today that they were awarded the Customer Success Partner of the Year - North America at the prestigious Inspire Partner Awards 2025, hosted by Coupa, the leader in AI-native total spend management. This recognition underscores the firm's commitment to excellence, innovation, and collaboration within the Coupa ecosystem. The annual Inspire Partner Awards recognizes and celebrates outstanding achievements and contributions made by partners across various categories. As a recipient of the Customer Success Partner of the Year award, CrossCountry Consulting has demonstrated exceptional dedication and expertise in delivering value to customers and driving impact through high-volume implementations, a rapidly scaling delivery team focused on the enterprise market, and strategic investments that expand opportunities with organizations. "I am so proud of our incredible team; it is a reflection of their hard work and dedication, whose innovation and expertise drive successful outcomes for Coupa implementations," said Harpreet Narula, CrossCountry's Coupa Practice Lead. "We are honored by this recognition and look forward to strengthening our partnership with Coupa as we continue to deliver measurable results for our clients through innovative spend management solutions." "We are thrilled to recognize CrossCountry Consulting as the winner of the Customer Success Partner of the Year - North America award at the Inspire Partner Awards 2025," said Greg Harbor, Chief Partner Officer at Coupa. "Their commitment to driving innovation and delivering exceptional results for our mutual customers, while helping businesses drive margin growth and future-proof their operations, reflects the true spirit of partnership that we value at Coupa. Together, we look forward to achieving Coupa's ambitious goals and driving success in the future." Since becoming a Coupa partner in 2014, CrossCountry has solidified its position as a leader in the field, consistently delivering exceptional results and setting new benchmarks for excellence. With over 150 trained and certified Coupa consultants, a portfolio of over 750 successful deployments, and project management expertise to help clients successfully optimize their Procure-to-Pay (P2P) transformation, the firm has developed proven engagement methodology to guide their global client base toward process efficiencies and strategic value through Coupa's core modules and power applications. Additionally, CrossCountry was awarded Coupa's North America Regional Partner of the Year in 2024. Learn more about CrossCountry Consulting's Coupa practice. About CrossCountry Consulting CrossCountry Consulting is a leading provider of specialized finance, operations, and technology advisory services. As a trusted advisor to Fortune 500 companies, emerging growth market leaders, and private equity sponsors, the firm solves today's most pressing challenges and creates present and future enterprise value through accounting and risk, technology-enabled transformation, and transaction solutions. Headquartered in Washington, D.C., CrossCountry has employees across the United States and in strategic international locations. With an unwavering commitment to providing a better experience, they are regularly recognized as a best place to work. Learn more at View source version on Contacts Media Contact: Lea Hutchinslhutchins@ Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
