Helene LAFFITTE

Consulting Quest

Consulting Quest helps companies to better use, buy and manage consulting services.
Leveraging proprietary methodologies, digital tools and databanks, we help companies generate more value through consulting. Spend on the right projects, work with the right consultants and get the best possible outcomes for their projects at the right cost. 
On average our customers save 30-50% of their consulting costs while working with high-quality consulting firms.

Key Activities: Consulting Sourcing

Learn more at https://consultingquest.com or feel free to say hello at Helene.laffitte@consultingquest.com

Consulting Procurement Expert | Author | Founder | CEO

Why Not Partners

Why Not Partners is an advisory boutique focusing on sustainable growth and innovation for small to medium size companies. 

Key Activities: Strategy, Procurement, Organization

Managing Director | Consultant | Founder

Columbia Business School

MBA Graduate Student

GrDF

Gaz réseau distribution France (GrDF) is a gas distribution company, a 100% subsidiary of ENGIE (a global energy player and an expert operator in the energy sector.

Key Activities: Procurement Strategy, Performance Management, Change Management

Senior Project Manager | Industrial Strategy | Operations & Construction

The Center of excellence for GrDF is an entity that provides leadership, change management, best practices, research, support and training for technical focus areas.

Key Activities: Performance Evaluation, Make or Buy Strategy, Change Management

Project Manager | Center of Excellence | Construction

Gaz de France

The ENGIE Group research and operational expertise center (~400 persons) is dedicated to gas, new energy sources, and emerging technologies.

Key Activities: Project Management, Strategic Partnerships

Research and Development Project Manager

A Regional Gas Operations group designs, operates and maintains the gas grid for more than 100,000 clients while guaranteeing the safety of people and property, as well as the quality of delivery.

Key Activities: Quality Management System, Management, Process Improvement

Deputy Head of Regional Gas Operations

I’m the founder and CEO of Consulting Quest, a global leader in consulting sourcing and performance improvement, and I’m on a mission to make intellectual services procurement smarter, leaner, and future-ready. 

An engineer by training, I found my calling in management consulting. I’ve recently expanded into the SaaS world to help digitalize and elevate consulting procurement to the next level. 

Over the past decade, I’ve helped organizations navigate complex sourcing decisions, optimize spend, and elevate the way they engage with consulting across multiple sectors—chemicals, manufacturing, the public sector, and more. 

Along the way, I’ve helped clients save millions, upskill their procurement teams, and implement digital solutions to make their sourcing more efficient, faster, and more predictable. On average, I’ve enabled organizations to cut 30–50% of their consulting spend without compromising on quality. 

My work spans the full spectrum of the consulting procurement lifecycle: 

- Crafting RFPs and project scoping 
- Make-or-buy analysis 
- Implementing demand management practices 
- Market landscaping and benchmarking 
- Tailoring sourcing strategies to business needs 
- Evaluating and selecting the right providers 
- Leading contracting and negotiation processes 
- Project management and value tracking 
- Assessing consulting performance 
- Conducting procurement maturity assessments 

I'm not one of those "advise and vanish" consultants. I roll up my sleeves and work alongside my clients, making sure the expertise they invest in is embedded—creating lasting impact and long-term value for their organizations. 

Curious how this could apply to your team? Always open to exploring what’s possible.

Fellow consultants — before you hit submit on that RFP question, think twice. The quality of your questions says more about your professionalism than your proposal ever will.

Consulting Procurement Expert @ Consulting Quest | Author, MBA

Most companies treat legal–procurement friction as an unavoidable headache. 

But here’s the truth: the companies that solve it gain a huge competitive edge. 

Why? Because they unlock 𝗳𝗮𝘀𝘁𝗲𝗿 𝗮𝗰𝗰𝗲𝘀𝘀 𝘁𝗼 𝗲𝘅𝘁𝗲𝗿𝗻𝗮𝗹 𝗲𝘅𝗽𝗲𝗿𝘁𝗶𝘀𝗲. 
While competitors are stuck in 90+ day contracting cycles, they’re launching strategic projects in half the time. 

And they’re not reinventing the wheel—it’s the same simple fixes: 
⚖️ Joint governance structures 
📑 Standardized MSAs 
💻 Technology for visibility & automation 

💬 For legal leaders: what’s the one thing that would make your collaboration with procurement actually feel like a partnership?

Here’s something I’ve observed in Fortune 500s: 

🔹 Legal rarely understands consulting delivery models deeply. 
🔹 Procurement often overlooks liability landmines legal sees instantly. 

The result? Long back-and-forth cycles, mistrust, and sometimes poor outcomes. 

What if both sides had consulting-specific training? 

It’s a small investment with big payback: 
✅ Faster contracting 
✅ Smarter negotiations 
✅ Reduced frustration 

💬 If you’re in Legal—would consulting-specific training make your life easier?

Let’s be honest — buying consulting isn’t like buying software or office chairs. 

It’s complex. It’s strategic. And sometimes… it’s a little mysterious. 
But too often, organizations rely on instinct rather than insight. 
And that’s when costs go up, outcomes blur, and someone says, “We’ll do better next time.” 

In our upcoming webinar — 🎙️ “Where Does Your Organization Stand? Assessing Maturity in Consulting Procurement” — Laurent Thomas and I will share what we’ve learned after discussing with hundreds of consulting buyers around the world. 

You’ll walk away knowing how to spot blind spots, benchmark your practices, and turn maturity into money. 

Register here: https://lnkd.in/eVpjXCtK

Oh, and before you join — take the Maturity Survey [https://lnkd.in/egBCa723 ]
It’ll make the session way more valuable (and yes, you’ll get a free report).

𝗦𝗼... 𝗵𝗼𝘄 𝗺𝗮𝘁𝘂𝗿𝗲 𝗶𝘀 𝘆𝗼𝘂𝗿 𝗰𝗼𝗻𝘀𝘂𝗹𝘁𝗶𝗻𝗴 𝗽𝗿𝗼𝗰𝘂𝗿𝗲𝗺𝗲𝗻𝘁 𝗽𝗿𝗼𝗰𝗲𝘀𝘀? (𝗔𝗻𝗱 𝗻𝗼, 𝘁𝗵𝗮𝘁’𝘀 𝗻𝗼𝘁 𝗮 𝘁𝗿𝗶𝗰𝗸 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻!) 

You’d be surprised how few organizations can actually answer that. 
Most teams have solid processes for indirect categories — but when it comes to consulting? Suddenly, it’s a mix of intuition, goodwill, and Excel spreadsheets from 2017. 

We’ve seen it time and again — great intentions, but no structured way to measure or improve. That’s exactly why Laurent and I built the 𝗖𝗼𝗻𝘀𝘂𝗹𝘁𝗶𝗻𝗴 𝗣𝗿𝗼𝗰𝘂𝗿𝗲𝗺𝗲𝗻𝘁 𝗠𝗮𝘁𝘂𝗿𝗶𝘁𝘆 𝗠𝗼𝗱𝗲𝗹 — your GPS for navigating consulting performance. 

Join us on this 𝟰𝘁𝗵 𝗼𝗳 𝗗𝗲𝗰𝗲𝗺𝗯𝗲𝗿 for a live session where we’ll unpack what maturity really means and how to turn it into your strategic edge. Register here: https://lnkd.in/eVpjXCtK 

💡Want to see where you stand before we go live? 
Take the quick 𝗠𝗮𝘁𝘂𝗿𝗶𝘁𝘆 𝗦𝘂𝗿𝘃𝗲𝘆 and get your personalized report: 
👉 [https://lnkd.in/egBCa723]

Open article: Welcome! You are invited to join a meeting: Where Does Your Organization Stand? Assessing Maturity in Consulting Procurement. After registering, you will receive a confirmation email about joining the meeting. by us02web.zoom.us

Welcome! You are invited to join a meeting: Where Does Your Organization Stand? Assessing Maturity in Consulting Procurement. After registering, you will receive a confirmation email about joining the meeting.

A.P. Moller - Maersk

As a leader, I oversee both direct and indirect procurement, I manage key areas such as facilities, security, real estate, travel, and professional services. This includes handling contracts for housekeeping, cleaning, cafeteria operations, bundled services, and employee transportation, along with related Annual Maintenance Contracts (AMCs). I ensure effective security management through physical man guarding, access control systems, Building Management Systems (BMS), and fire services. In real estate, I oversee new office space leasing, lease renewals, and office fit-outs, negotiating terms for rent, Common Area Maintenance (CAM), and utilities payouts. I optimize travel procurement by forming strategic partnerships with global Travel Management Companies (TMCs) and manage consulting services across finance, legal, and HR, including insurance procurement. Additionally, I am responsible for corporate credit card management and the procurement of white goods, stationery, and general office supplies.
•	Spearheaded a team of 15 category managers focused on professional services, facilities, real estate, travel, and corporate cards, driving multi-million dollar savings under the Global Corporate Card RFP.
•	Completed office setups in Manila, Chengdu (China), Pune (India), and Mexico in 2024-25, with full ownership of design, project management consultancy (PMC), architecture, and fit-out projects.
•	Implement global procurement policies and corporate card programs across the IBS and IMEA regions.
•	Successfully integrated entities from India, the Middle East, and Africa into a global central procurement module while aligning new team training initiatives.
•	Foster team engagement, achieving the best Gallup scores for three consecutive cycles globally.

Head of indirect Procurement  - GPRO SERVICES INDIA PVT LTD

Unifeeder

I managed terminal procurement for both direct and indirect operations, supervising procurement activities across the APAC region. Leading a team of six professionals, I successfully managed procurement efforts in the MEA, APAC, and IBS regions, encompassing a wide range of categories such as marine, terminal, warehousing, indirect services, and IT.
•	Successfully managed a significant spending base surpassing USD 500 million.

Head Of Procurement

•	Responsible for Indirect Procurement – Facility, Security, Real Estate, Travel and Professional Services in ISC Region – India Subcontinent – India, Dubai, Singapore & ASEAN.
•	Travel includes management of TMC partners (Air, Road & Rail), Visa Services, Accommodation etc. 
•	Facility includes managing of housekeeping and cleaning contracts, Cafeteria, all soft and hard bundled services, Employee Transportation and related AMC’s.
•	Security includes Physical Man guarding, Access control, BMS and Fire related services and related AMC’s.
•	Real Estate includes new office space leasing, old office space lease renewals, office fit-outs etc.
•	Professional Services includes all consulting services for Finance, Legal and HR including Insurance.
•	Responsible for Implementation of Group procurement transformation Strategy in ISC – Indian Sub-continent region.
•	Responsible to assist Group Procurement Head based out of Denmark to work with ISC counterparts extensively and define regional strategy for short, medium and long term.
•	To draft, frame, sync and implement the category specific transformation plan along with establishment of a fully functional central procurement team.
•	To draft, get-approval, implement a practical procurement policy for the region with focus on integration, transformation, governance & compliance in sync with groups vision and mission.
•	To directly supervise all “big” transactions and contract renewals, total spend purview is close to 250 Million USD per annum.
•	To establish procurement cockpit/cube that would directly be fed data from all the functional operating systems in the region and provide management with live procurement data dashboard for various analysis & easy decision making.
•	To stabilize a standard contracting model for the region in sync with group legal and compliance strategy.

AGM Procurement

Tata Communications

I managed indirect procurement across facilities, security, real estate, travel, and professional services, where I developed and implemented a global indirect procurement strategy aimed at optimizing processes, enhancing operational efficiency, and achieving substantial cost savings. Through effective stakeholder collaboration and strategic planning, I ensured alignment with organizational goals while promoting a culture of continuous improvement within procurement practices.
•	Established the global strategy for a newly formed indirect procurement team, facilitating the recruitment of top talent globally in collaboration with the Chief Procurement Officer.
•	Managed an annual spending base of USD 40 million.

Senior Procurement Manager

Atos

As the Lead Buyer for Facility Management, Real Estate, and Mobility, I managed indirect categories including facility, security, professional services, travel, and transport, successfully directing CAPEX procurement to ensure the timely completion of all negotiations related to land, construction, and infrastructure.
•	Managed an annual spend base of INR 200 Cr. (USD 30 million) with a consistent yearly growth of 10-15%.
•	Earned recognition as the category leader for direct procurement in the APAC region and received the Best Employee of the Year award for outstanding contributions.
•	Spearheaded CAPEX procurement for a multi-million dollar initiative to establish two new warehouses in Gurgaon and Bangalore as part of the DHL-Amazon collaboration.

Bluedart Express ltd & DHL express Ltd

•	Spearheaded procurement operations for over 500 branches, service centers, and warehouses across India, as well as new project sites.
•	Led a team of 3 at the head office and 6 regional team members, managing procurement pan-India.
•	Managed CAPEX purchases exceeding INR 75 Cr annually, covering interiors, machinery, and material handling equipment for new service centers, warehouses, and offices across the country.
•	Oversaw inventory, packaging, and consumables procurement worth over INR 25 Cr per year for the express logistics industry nationwide.
•	Directed IT procurement, including negotiations for servers, Oracle, VMware, RedHat, networking equipment, and hardware.
•	Delivered high-value infrastructure projects globally, including a power plant project in Orissa, a dairy project in Rajasthan, and a mining project in Nigeria.

Procurement Manager

Lafarge

•	Managed a spending base exceeding INR 50 Cr annually, driving procurement efficiency and cost optimization across key categories.

Deputy Manager Procurement

Aeroflex Industries Limited

1.	Purchase Scope:
2.	Raw Material – SS 321/316/304 Coils, Sheets & Wires
3.	SS 321/304/316 Threaded Fittings (BSP/NPT/BSPT)
4.	Unions, Nut Bolts, Couplers & Reducers, QRC’s, Pipes, etc
5.	Packaging materials – Crates & Boxes (Wooden), HDPE Sheets, etc.
6.	Misc. Daily Consumables for production & shop floor.
7.	Management of existing vendors by virtue of regular visits & assessments of their capacity, process & quality. Educating them of desired quality compliances & logistics manual required meeting the deadlines.
8.	Management of Indents, Purchase Orders & Import Orders.
9.	Searching both domestic as well as international vendors for desired products & getting the samples for quality checks (International standards complying to SS & MS Steel).
10.	Daily purchases of consumables & fittings from local markets as well.
11.	Presentation of weekly/monthly MIS for management purpose.

Senior executive Procurement

At the helm of indirect procurement for A.P. Moller - Maersk, my role encompasses pivotal competencies such as strategic sourcing, category management, and process improvement. My tenure has been marked by driving operational excellence, exemplified by the adept management of facilities, security, and professional services.

Our team has successfully navigated a complex spending base exceeding USD 500 million, reflecting our commitment to cost management and value creation. With a steadfast focus on procurement as a strategic function, we contribute significantly to organizational success, forging robust partnerships and optimizing procurement processes.

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