Navigating the Shift: From Public Procurement to Corporate Procurement in a Quasi-Government Organization

Transitioning from a robust career in procurement at the Inter-American Development Bank (IDB) into a quasi-government organization has been an eye-opener for me. My background at IDB allowed me to grow as a procurement leader with experience spanning multiple countries. I later moved into regular government work, where I navigated the challenges of managing a demanding US$20 million project workload. Feeling accomplished, I was approached by a quasi-government entity, enticed by leadership aware of the value I could bring through my procurement experience.

However, this new role came with its unique set of challenges. The organization is heavily political, a contrast to my non-political nature, which unfortunately has not increased my popularity in procurement circles.

Reporting to a Financial Controller in this new setting has brought unexpected hurdles. While compliance remains a priority, the emphasis on detailed processes is relaxed, and procurement plans are notably absent. I’ve found myself navigating new terrain, such as accruals and goods received not invoiced (GRNI) balances—areas that were not previously on my radar.

Despite these challenges, my passion for learning and professional growth drives me forward. However, it’s clear that certain aspects of my learning curve are being viewed critically, which prompts me to seek advice and insights.

For those who have transitioned between similar sectors, any advice or tips on managing such shifts would be greatly appreciated. While this is just a snippet of my ongoing journey, it’s a start to fostering dialogue and sharing experiences.