Atlanta, Georgia · Enterprise operations, sourcing & transformation
Strategy becomes real in the operating model.
Nearly two decades leading operations, sourcing, and transformation inside a Fortune 8 healthcare enterprise and the companies around it — and building the leaders who sustain the result after the program closes.
Executive introduction
Tandra Wiley leads where enterprise strategy meets the work: category and sourcing portfolios, global service operations, analytics, and the operating disciplines that decide whether a strategy survives contact with the organization. Most recently she was Vice President, Indirect Strategic Sourcing and Category Management at McKesson, a Fortune 8 healthcare company, with $4.4B of complex indirect spend in scope.
Her career has moved deliberately from the front line outward. She ran a 24×7 global technical support center spanning India, Canada, and the United States. She led business operations and performance for a $600M global unit, then built an analytics center-of-excellence strategy for a $1B business. She stepped outside the Fortune 500 to run operational excellence at a growing health-technology company, then returned to enterprise scale to lead sourcing policy, contract management, supplier diversity, and category strategy.
What repeats across those roles is not a single playbook. It is a way of working: diagnose the situation honestly, build the team the mission actually requires, earn the alliances that make execution possible, and leave the organization more capable than she found it. Eleven of her recommendations on record come from people who reported to her — a durable signal for a board weighing succession, culture, and leadership development.
Scope ledger
Leadership at a glance
Each is drawn from a role she held, not a capability list. Figures are as stated in her professional record; outcome metrics still to be validated are marked.
Enterprise leadership
Led enterprise-scale indirect strategic sourcing and category management for a Fortune 8 healthcare organization, with $4.4B of complex spend and senior leadership teams in scope.
McKesson · 2021–2026
Operational transformation
As Vice President, Operational Excellence at Ingenious Med, held accountability for the processes, tools, and governance behind the company’s long-term financial sustainability.
Ingenious Med · 2018–2020
Customer & stakeholder experience
Directed a follow-the-sun technical support center — offshore India, nearshore Halifax, and domestic teams — providing continuous support to managed-services customers.
McKesson · 2008–2014
Strategic execution
Built an analytics center-of-excellence strategy for a $1B global business unit so that decisions and strategy were made against evidence rather than instinct.
Allscripts · 2017–2019
Team & talent development
Built and ran an enterprise summer internship program across two cohorts, leading 17 interns across separate projects and multiple locations. Eleven recommendations on record come from direct reports.
McKesson EIS · 2015–2017
Cross-functional influence
Owned indirect policy, contract management, change management, supplier diversity, and the outside service worker program — the connective tissue between finance, legal, and the business.
McKesson · 2020–2021
Selected impact
The through-line is judgment about what each situation actually needed — not a repeated method.
Context
A Fortune 8 healthcare enterprise with $4.4B of complex indirect spend spread across categories, business units, and senior leadership teams with their own priorities and their own suppliers.
Challenge
Indirect spend of that size is rarely a sourcing problem first. It is an alignment problem: category strategy only works when the leaders who control the demand agree to be led.
Her role
Accountable for enterprise-wide category strategy and the senior leadership teams delivering it.
Action
Set category strategy against enterprise priorities rather than function-by-function convenience, and worked the relationships with business owners so decisions held outside the room where they were made — a preferred supplier program for governance and scalability, a workforce capacity model that cut cycle time by 30%, an 18-month rolling forecast by business unit for executive visibility, and executive-level scorecards to track dependencies and risk.
Outcome
$220M in total savings, including $70M in P&L impact, through strategic sourcing and cost optimization — a 14.7% ROI on sourcing investment. Supported a $353M enterprise IT transformation, retiring material technology debt. Employee engagement rose from 57 to 83 over the period.
Category leadership at this scale is enterprise leadership wearing a procurement title: the work is persuading autonomous leaders to act as one buyer.
Context
Responsibility for indirect policy, contract management, change management, supplier diversity, and the outside service worker program across the enterprise.
Challenge
These are the functions people notice only when they fail. They span legal, finance, HR, and every operating unit, and none of them can be fixed by authority alone.
Her role
Executive owner of the policy, contract, and compliance infrastructure that the category strategy would later depend on.
Action
Treated policy and change management as an adoption problem rather than a publication problem, and carried supplier diversity as an operating commitment with owners and reporting rather than an aspiration — launching Buy Smart, a companywide program to route spend through the right buying channels; building a hybrid on-shore/off-shore staffing and operating model; in-sourcing administration of the Outside Service program; standing up a Customer and Business Advisory Council; and resolving a Small Business Administration audit of the enterprise supplier diversity program with new process controls.
Outcome
Buy Smart brought spend under management to 94%. The hybrid staffing model saved $500K. In-sourcing the Outside Service program saved $300K while improving CSAT by 40%. The Advisory Council improved NPS and response rate, and the SBA audit closed with standards compliance established.
She took the unglamorous role first and the strategic mandate second — which is why the strategic mandate had something to stand on.
Context
A health-technology company where growth had outpaced the processes holding it together — a very different environment from a Fortune 8 enterprise.
Challenge
Install enough discipline to make the business durable without installing so much that it stops moving. Large-company process, applied literally, would have suffocated it.
Her role
Executive accountable for the processes, procedures, and tools underpinning long-term financial success and sustainability.
Action
Calibrated enterprise-grade operating practice down to what a company of that size could actually absorb and sustain, focused first on the processes closest to the customer relationship.
Outcome
In the first year: customer churn reduced by 50%, first-touch CSAT reached 96.6%, and NPS improved by 63%.
The experience that most distinguishes her from a career large-enterprise executive: she has had to earn operating discipline rather than inherit it.
Context
Business operations and performance leadership for a $600M global unit, evaluated across seven customer touchpoints.
Challenge
The business was in an active search for strategic alternatives — the kind of period where performance and engagement usually slip.
Her role
Executive Director accountable for business performance, real estate optimization, and process governance.
Action
Directed the team to hold every KPI through the uncertainty, ran real estate optimization across 8 facilities, tightened change-control from contract signature to resource assignment, and built a governance process for virtual server accountability.
Outcome
Held employee engagement at 78% through the strategic-alternatives search. Cut contract-to-resource-assignment time by 47% and virtual server sprawl by 53% in 8 months. Ranked as a high potential leader 8 out of 9 years.
Performance discipline is easy to claim in stable years. This is what it looked like in an unstable one.
“Strategy is a set of intentions until somebody owns it, a date is attached to it, and the organization is capable of carrying it.”
Tandra Wiley
Leadership principles
They are sequential on purpose. The team comes first because nothing downstream survives without it.
01
Select for the mission ahead, not the one just finished. Then make it possible for people to do the work you hired them for.
02
Diagnose before you decide. Urgency, maturity, risk, and culture should change your approach — and if they don’t, you are applying a habit, not a strategy.
03
Enterprise work crosses boundaries you do not control. Influence, not authority, is what gets it across.
04
Build capability, not dependency. If the organization slows down when you leave the room, you built the wrong thing.
Professional journey
Six of the most recent steps. The full narrative explains what each stage required and what it built.
Board & advisory
Tandra has not previously served on a corporate board. What follows is functional experience a nominating committee can evaluate on its merits.
Global service delivery, operating models, and performance management across a $600M business unit and multi-country operations.
$4.4B indirect category leadership, supplier strategy, contract management, and contingent-workforce governance in a Fortune 8 enterprise.
Change management, policy adoption, and the practical question boards keep asking: will this programme actually land?
Team design, succession thinking, and a documented record of developing leaders who progressed.
24×7 global support operations and performance management across seven customer touchpoints.
Fifteen-plus years inside healthcare distribution and health-technology organizations.
Professional journey
Not a résumé. Eight chapters showing how the scale, ambiguity, and decision authority grew — and what each stage taught that the next one required.
Chapter 01 · 2004 – 2008
Founder & Owner, fine stationery retail (two locations)
Chapter 02 · 2008 – 2013
McKesson — Director, Managed Services Helpdesk
Chapter 03 · 2013 – 2015
McKesson — Executive Director, Managed Services Support
Chapter 04 · 2015 – 2017
McKesson — Executive Director, Business Performance/Operations
Chapter 05 · 2017 – 2018
Allscripts — Director, Client Delivery, Strategy & Business Management, CDO Analytics
Chapter 06 · 2018 – 2020
Ingenious Med — Vice President, Operational Excellence
Chapter 07 · 2020 – 2022
McKesson — Vice President, Sourcing & Procurement Shared Services
Chapter 08 · 2022 – 2026
McKesson — Vice President, Indirect Strategic Sourcing & Category Management
Timeline
Included for completeness. The chapters above carry the meaning.
Education & development
Executive Leadership Training
B.S., Marketing — 1988
Six Sigma Green Belt
Certified Quality Manager
Women in Leadership Program for High Potential Women Leaders
Leadership principles
These four commitments are the closest thing I have to a method. They are written in order because they work in order: the team makes the strategy possible, the diagnosis makes the strategy right, the alliances make it executable, and the last one decides whether any of it survives me.
Principle 01
A strategy is only as good as the group of people who have to carry it, and the group you need next is rarely the group that got you here.
I start by asking what this specific mission demands — not what a good team looks like in the abstract. A stabilisation year and a growth year need different people, and pretending otherwise is how leaders end up with a talented team pointed at the wrong problem.
Then I build for complementarity rather than resemblance. The most common failure I see in senior teams is duplication of strength: five people who are excellent at the same thing and collectively blind in the same direction. I would rather have a team that argues well.
The rest is unglamorous. Say what each role owns. Say what good looks like. Name the capability gaps out loud, and close them with development or with hiring — but close them. And then remove the obstacles, because most people underperform for reasons that have nothing to do with capability.
Given 17 interns across separate projects and multiple sites, Tandra ran the program as a leadership exercise rather than a staffing one — high expectations, wide latitude, and individual coaching at scale. Former interns describe being given the goal and the room to reach it, with support available when they asked.
Teams that can absorb change without waiting to be told what to do, and that keep performing when the leader’s attention moves elsewhere.
“The most common failure in senior teams is duplication of strength — five people excellent at the same thing, blind in the same direction.”Tandra Wiley · Build the right team
Principle 02
The question is never “what is my leadership style.” It is “what does this organization need from a leader right now.”
A Fortune 8 enterprise and a growth-stage health-technology company do not need the same thing from me, and I have led both. In one, the constraint is alignment across leaders who each have real authority. In the other, the constraint is that almost nothing is written down yet. The same intervention would help one and damage the other.
So I diagnose first: what is actually broken, how much time do we have, how much risk can this organization carry, and what will the culture genuinely absorb? Then I decide which job I am doing — stabilising, simplifying, transforming, or accelerating. Those are four different jobs and leaders get into trouble when they do the exciting one instead of the necessary one.
I also try to keep the distinction between what has to be perfect and what merely has to be done. Some things bounce if you drop them. Some shatter. Knowing which is which is most of prioritisation, and it is the thing I have repeated to every team I have led.
The last part is the part that gets skipped: converting the strategy into something a person can act on Monday morning. A strategy that cannot be turned into an owner, a date, and a decision right is a document, not a plan.
Moving from McKesson’s enterprise environment to Ingenious Med, Tandra was responsible for the processes and tools behind long-term sustainability at a company with a fraction of the enterprise’s infrastructure — which required deciding what large-company discipline to bring and, more importantly, what to leave behind.
Change efforts sized to the organization, so they finish — instead of initiatives that are correct in theory and abandoned in year two.
“Stabilising, simplifying, transforming, accelerating. Those are four different jobs, and leaders get into trouble doing the exciting one instead of the necessary one.”Tandra Wiley · Match strategy to situation
Principle 03
Nothing that matters at enterprise scale sits inside one leader’s span of control. If you cannot build alliances, your reach ends at your org chart.
Enterprise sourcing taught me this in its most concrete form. A category strategy covering billions of dollars of spend touches leaders who have their own budgets, their own suppliers, their own targets, and no obligation to agree with me. Authority does not resolve that. Understanding does.
So I start with incentives. What is this leader measured on? What does saying yes cost them, and what does it cost them to say no? Most cross-functional friction is not resistance; it is two people optimising for two different scorecards, both correctly.
Alliances are also built well before you need them. The relationship you form during a negotiation is a transaction. The relationship you formed two years earlier, when you had nothing to ask for, is an alliance. That is why I invest in the second kind.
And I take friction seriously as an operating cost. When handoffs are slow, when the same argument recurs quarterly, when a decision needs six approvals — that is not personality. It is a design flaw, and it is fixable.
Leading indirect policy, contract management, change management, supplier diversity, and the outside service worker program required standing agreements with legal, finance, HR, and every operating unit — none of which reported to her.
Decisions that hold outside the room, and lower organizational friction as a permanent operating advantage.
“Most cross-functional friction is not resistance. It is two people optimising for two different scorecards, both correctly.”Tandra Wiley · Create alliances
Principle 04
I measure my own leadership partly by what people do after they stop working for me.
The temptation in a senior role is to become the person everything routes through. It feels like value. It is actually a bottleneck with good intentions, and it caps the organization at the size of one person’s calendar.
The alternative is to share context relentlessly. Most people do not need more instruction; they need to know what I know — the constraints, the trade-offs, the reason behind the decision. Give people the context and the decision right, and they will make the call you would have made, faster than you would have made it.
Then remove barriers. Much of what slows a capable person down is structural: an approval nobody remembers instituting, a report nobody reads, a system nobody owns. Clearing that is some of the highest-leverage work a senior leader does, and almost none of it appears in a results deck.
And coach specifically. Not encouragement — encouragement is cheap. Specific, timely, sometimes uncomfortable feedback, given by someone who has demonstrably invested in you. That is what people remember, and it is what they carry to the next place.
Eleven recommendations on Tandra’s professional record were written by people who reported to her directly — several years after the working relationship ended, by people who have since moved into leadership roles of their own.
An organization that is faster and more capable than the sum of its instructions, and a bench that is ready before the seat opens.
“Becoming the person everything routes through feels like value. It is a bottleneck with good intentions.”Tandra Wiley · Accelerate everyone
Leadership impact
Eight situations, presented as they were: the business context, the leadership problem underneath it, and what changed. Where an outcome has not yet been validated with Tandra, it is marked rather than estimated.
Impact areas
Where an outcome has not been validated with Tandra, it is marked rather than estimated. Nothing on this page is inferred.
Category and cost performance at $4.4B scale; business performance management for a $600M global unit; operating discipline in a growth-stage company.
Sourcing and procurement transformation inside a Fortune 8 enterprise, including policy, contract management, and change management — the parts that determine whether a transformation sticks.
Two enterprise internship cohorts, 17 interns, and a body of recommendations written by former direct reports years after the fact.
24×7 global support delivery across three countries, and performance management across seven customer touchpoints.
Analytics center-of-excellence strategy for a $1B business unit; operating processes, tools, and governance for long-term sustainability.
Supplier diversity, contract and supplier relationships, and the internal alliances across finance, legal, and the business units that make enterprise sourcing possible.
Scope ledger
Context
A Fortune 8 healthcare enterprise with $4.4B of complex indirect spend spread across categories, business units, and senior leadership teams with their own priorities and their own suppliers.
Challenge
Indirect spend of that size is rarely a sourcing problem first. It is an alignment problem: category strategy only works when the leaders who control the demand agree to be led.
Her role
Accountable for enterprise-wide category strategy and the senior leadership teams delivering it.
Action
Set category strategy against enterprise priorities rather than function-by-function convenience, and worked the relationships with business owners so decisions held outside the room where they were made — a preferred supplier program for governance and scalability, a workforce capacity model that cut cycle time by 30%, an 18-month rolling forecast by business unit for executive visibility, and executive-level scorecards to track dependencies and risk.
Outcome
$220M in total savings, including $70M in P&L impact, through strategic sourcing and cost optimization — a 14.7% ROI on sourcing investment. Supported a $353M enterprise IT transformation, retiring material technology debt. Employee engagement rose from 57 to 83 over the period.
Category leadership at this scale is enterprise leadership wearing a procurement title: the work is persuading autonomous leaders to act as one buyer.
Context
Responsibility for indirect policy, contract management, change management, supplier diversity, and the outside service worker program across the enterprise.
Challenge
These are the functions people notice only when they fail. They span legal, finance, HR, and every operating unit, and none of them can be fixed by authority alone.
Her role
Executive owner of the policy, contract, and compliance infrastructure that the category strategy would later depend on.
Action
Treated policy and change management as an adoption problem rather than a publication problem, and carried supplier diversity as an operating commitment with owners and reporting rather than an aspiration — launching Buy Smart, a companywide program to route spend through the right buying channels; building a hybrid on-shore/off-shore staffing and operating model; in-sourcing administration of the Outside Service program; standing up a Customer and Business Advisory Council; and resolving a Small Business Administration audit of the enterprise supplier diversity program with new process controls.
Outcome
Buy Smart brought spend under management to 94%. The hybrid staffing model saved $500K. In-sourcing the Outside Service program saved $300K while improving CSAT by 40%. The Advisory Council improved NPS and response rate, and the SBA audit closed with standards compliance established.
She took the unglamorous role first and the strategic mandate second — which is why the strategic mandate had something to stand on.
Context
A health-technology company where growth had outpaced the processes holding it together — a very different environment from a Fortune 8 enterprise.
Challenge
Install enough discipline to make the business durable without installing so much that it stops moving. Large-company process, applied literally, would have suffocated it.
Her role
Executive accountable for the processes, procedures, and tools underpinning long-term financial success and sustainability.
Action
Calibrated enterprise-grade operating practice down to what a company of that size could actually absorb and sustain, focused first on the processes closest to the customer relationship.
Outcome
In the first year: customer churn reduced by 50%, first-touch CSAT reached 96.6%, and NPS improved by 63%.
The experience that most distinguishes her from a career large-enterprise executive: she has had to earn operating discipline rather than inherit it.
Context
A 24×7 technical support center for McKesson’s managed-services customers, delivered by offshore teams in India, nearshore teams in Halifax, and domestic agents.
Challenge
Continuous coverage across three delivery models means three cultures, three sets of incentives, and a customer who experiences all of it as one company — and the cost structure was working against all three.
Her role
Global leader of the support center and its technology, process, and workforce decisions.
Action
Transformed the business model with a new product solution built on existing processes, then rebuilt the support technology, process, and scorecards behind it — including a 14-month roadmap moving low-priority contacts to an outsourcing partner, and a Six Sigma project team targeting cost and resolution rate.
Outcome
Achieved a $237K revenue target in 9 months on the new product solution. Repeat calls fell 78% and customer satisfaction rose 28%. The outsourcing transition delivered a 117% improvement in response time and an 85% drop in cost per contact. The Six Sigma initiative added a 20% increase in first-contact resolution and a further 30% reduction in cost per contact.
Eight years closest to the customer — where operational promises are either kept or aren’t — is the foundation everything since has been built on.
Context
Global leadership of a 24×7 technical, application, and helpdesk support group spanning offshore, nearshore, and domestic teams, supporting EHR applications under a $38M+ annual operating budget.
Challenge
A $4.1M contract relationship was at risk, and the business needed a leadership pipeline that didn’t yet exist.
Her role
Executive Director accountable for a 2-year strategic plan and the team executing it.
Action
Led a cross-functional team to neutralize the risk on the $4.1M account, and, in parallel, created the enterprise-wide summer internship program that McKesson later adopted company-wide.
Outcome
Team utilization improved 30%, top-box satisfaction rose 5%, and cases closed within a day improved 22%, with 100% compliance on response times for critical cases. The at-risk account was turned into a 23% expense reduction, $758K in additional sales, and a customer reference-site agreement.
The instinct to build the pipeline while also protecting the P&L, in the same role, at the same time, is the pattern that repeats across her career.
Context
Business operations and performance leadership for a $600M global unit, evaluated across seven customer touchpoints.
Challenge
The business was in an active search for strategic alternatives — the kind of period where performance and engagement usually slip.
Her role
Executive Director accountable for business performance, real estate optimization, and process governance.
Action
Directed the team to hold every KPI through the uncertainty, ran real estate optimization across 8 facilities, tightened change-control from contract signature to resource assignment, and built a governance process for virtual server accountability.
Outcome
Held employee engagement at 78% through the strategic-alternatives search. Cut contract-to-resource-assignment time by 47% and virtual server sprawl by 53% in 8 months. Ranked as a high potential leader 8 out of 9 years.
Performance discipline is easy to claim in stable years. This is what it looked like in an unstable one.
Context
A $1B global business unit that had data but not a shared discipline for using it.
Challenge
Analytics centers of excellence usually fail for organizational reasons, not technical ones — nobody changes a decision because a dashboard exists.
Her role
Global business analytics leader responsible for the center-of-excellence strategy.
Action
Built the strategy around the decisions it needed to change, and around the stakeholders who had to trust it — including managing the business-tools and process transition from the McKesson EIS acquisition, and standing up an incident-based customer experience quality program.
Outcome
The acquisition separation activities finished ahead of schedule, saving $200K. The customer experience quality program rolled out organization-wide to 1,500 international agents.
Evidence-based decision-making is a governance skill. It is also the habit a board most wants to see in an operating executive.
Context
Created the enterprise-wide summer internship program in 2013 and continued leading it through 2017, including two consecutive cohorts with 17 interns across separate projects and multiple locations, including a remote site.
Challenge
Early-career programs usually optimise for the company’s convenience. This one was designed to produce leaders — and it outgrew her own team, later adopted as McKesson’s corporate-wide program.
Her role
Founder and Executive Director of the program, accountable for its design and its outcomes.
Action
Set high expectations with wide latitude, gave people real projects and the context to make decisions on them, and coached individually at scale.
Outcome
The program was adopted as McKesson’s corporate-wide internship program. Eleven of the recommendations on Tandra’s professional record come from people who reported to her, most from this program — written years after it ended, by people who have since moved into leadership roles of their own.
The clearest available evidence of the fourth principle in practice: the program ended and the effect on people did not.
Board & advisory
An operating executive’s perspective on cost structure, supplier risk, service delivery, and whether a transformation will actually finish.
Atlanta, Georgia
Board biography
Tandra Wiley is an enterprise executive with two decades of leadership across operations, strategic sourcing, analytics, and transformation, most of it within McKesson, a Fortune 8 healthcare organization — alongside four years as a founder who built and operated her own retail business.
Most recently she served as Vice President, Indirect Strategic Sourcing and Category Management at McKesson, leading enterprise-scale category strategy across $4.4B of complex indirect spend and the senior leadership teams delivering it. She previously served as Vice President, Sourcing and Procurement Business Services, with accountability for indirect policy, contract management, change management, supplier diversity, and the enterprise outside service worker program.
Earlier, as Vice President of Operational Excellence at Ingenious Med, a health-technology company, she was responsible for the processes, procedures, and tools underpinning long-term financial sustainability. As a global business analytics leader at Allscripts, she developed an analytics center-of-excellence strategy for a $1B global business unit. At McKesson she also served as an Executive Director leading business operations and performance for a $600M global business unit, and as Director of a 24×7 global technical support center delivered across India, Canada, and the United States.
Before her enterprise career, Tandra conceived, built, and operated a two-location fine stationery retail business generating $500K in annual revenue, closing it on her own terms as the 2008 downturn began. It is the source of a perspective she brings nowhere else on her record: full P&L ownership and personal capital risk, carried directly rather than as part of a larger organization.
Her professional summary cites more than $220M in delivered value across Fortune 500, mid-size, and start-up environments. She is recognised for building leadership capability: eleven of the recommendations on her professional record were written by former direct reports, several years after the working relationship ended.
Tandra completed leadership training at The Wharton School, holds a Bachelor of Science in Marketing from Miami University, and is a Six Sigma Green Belt and Certified Quality Manager. She is based in Atlanta, Georgia.
Value proposition
Boards receive plenty of strategy. What they less often have is a director who has personally carried enterprise operating accountability — and, separately, has carried the full weight of ownership: her own capital, her own P&L, her own decisions with no one above her to absorb a bad quarter. Tandra brings both the operating side of the enterprise into the boardroom — cost structure and third-party spend, supplier and contract risk, service delivery, and the leadership capability that determines whether an executive team’s intent becomes an outcome — and a founder’s instinct for what a business actually needs to survive.
Contribution
Global service delivery, operating models, and performance management across a $600M business unit and multi-country operations.
$4.4B indirect category leadership, supplier strategy, contract management, and contingent-workforce governance in a Fortune 8 enterprise.
Change management, policy adoption, and the practical question boards keep asking: will this programme actually land?
Team design, succession thinking, and a documented record of developing leaders who progressed.
24×7 global support operations and performance management across seven customer touchpoints.
Fifteen-plus years inside healthcare distribution and health-technology organizations.
Analytics center-of-excellence strategy for a $1B unit; a preference for governing against measurement rather than narrative.
Operating processes, tools, and governance across enterprise and growth-stage companies.
Four years of direct P&L ownership and capital risk building and running a two-location retail business — a perspective distinct from career-enterprise board candidates.
Committees
Presented as areas of potential fit based on functional experience. Tandra has not previously served on a corporate board.
Team design, leadership development, succession, and contingent-workforce governance.
Global service delivery, operating-model design, and performance management.
Supplier and third-party risk, contract exposure, and business-continuity considerations in distributed operations.
Digital enablement, analytics strategy, and change adoption.
Category strategy, supplier consolidation, supplier diversity, and cost structure.
Policy design and adoption, decision rights, and execution discipline.
Readiness
Contact
For executive leadership opportunities, board service, advisory engagements, speaking and panel participation, or professional collaboration.
Contact
Executive leadership roles, board service, advisory engagements, leadership panels, and strategic collaboration.