Negotiating Acquisition Terms

Do you think Data Governance: All Show, No Impact? → Polished policies ✓ → Fancy dashboards ✓ → Impressive jargon ✓ But here's the reality check: Most data governance initiatives look great in boardroom presentations yet fail to move the needle where it matters. The numbers don't lie. Poor data quality bleeds organizations dry—$12.9 million annually according to Gartner. Yet those who get governance right see 30% higher ROI by 2026. What's the difference? ❌It's not about the theater of governance. ✅It's about data engineers who embed governance principles directly into solution architectures, making data quality and compliance invisible infrastructure rather than visible overhead. Here’s a 6-step roadmap to build a resilient, secure, and transparent data foundation: 1️⃣ 𝗘𝘀𝘁𝗮𝗯𝗹𝗶𝘀𝗵 𝗥𝗼𝗹𝗲𝘀 & 𝗣𝗼𝗹𝗶𝗰𝗶𝗲𝘀 Define clear ownership, stewardship, and documentation standards. This sets the tone for accountability and consistency across teams. 2️⃣ 𝗔𝗰𝗰𝗲𝘀𝘀 𝗖𝗼𝗻𝘁𝗿𝗼𝗹 & 𝗦𝗲𝗰𝘂𝗿𝗶𝘁𝘆 Implement role-based access, encryption, and audit trails. Stay compliant with GDPR/CCPA and protect sensitive data from misuse. 3️⃣ 𝗗𝗮𝘁𝗮 𝗜𝗻𝘃𝗲𝗻𝘁𝗼𝗿𝘆 & 𝗖𝗹𝗮𝘀𝘀𝗶𝗳𝗶𝗰𝗮𝘁𝗶𝗼𝗻 Catalog all data assets. Tag them by sensitivity, usage, and business domain. Visibility is the first step to control. 4️⃣ 𝗠𝗼𝗻𝗶𝘁𝗼𝗿𝗶𝗻𝗴 & 𝗗𝗮𝘁𝗮 𝗤𝘂𝗮𝗹𝗶𝘁𝘆 𝗙𝗿𝗮𝗺𝗲𝘄𝗼𝗿𝗸 Set up automated checks for freshness, completeness, and accuracy. Use tools like dbt tests, Great Expectations, and Monte Carlo to catch issues early. 5️⃣ 𝗟𝗶𝗻𝗲𝗮𝗴𝗲 & 𝗜𝗺𝗽𝗮𝗰𝘁 𝗔𝗻𝗮𝗹𝘆𝘀𝗶𝘀 Track data flow from source to dashboard. When something breaks, know what’s affected and who needs to be informed. 6️⃣ 𝗦𝗟𝗔 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 & 𝗥𝗲𝗽𝗼𝗿𝘁𝗶𝗻𝗴 Define SLAs for critical pipelines. Build dashboards that report uptime, latency, and failure rates—because business cares about reliability, not tech jargon. With the rising AI innovations, it's important to emphasise the governance aspects data engineers need to implement for robust data management. Do not underestimate the power of Data Quality and Validation by adapting: ↳ Automated data quality checks ↳ Schema validation frameworks ↳ Data lineage tracking ↳ Data quality SLAs ↳ Monitoring & alerting setup While it's equally important to consider the following Data Security & Privacy aspects: ↳ Threat Modeling ↳ Encryption Strategies ↳ Access Control ↳ Privacy by Design ↳ Compliance Expertise Some incredible folks to follow in this area - Chad Sanderson George Firican 🎯 Mark Freeman II Piotr Czarnas Dylan Anderson Who else would you like to add? ▶️ Stay tuned with me (Pooja) for more on Data Engineering. ♻️ Reshare if this resonates with you!

I was overwhelmed by the positive response to my last article, where I described distilling over 1,000 pages of AI governance frameworks into 44 master controls across 12 essential domains. Now for the detail… In this latest article, I'm diving deep into each domain, starting with the foundations: 1. Governance & Leadership (GL-1 to GL-3): How to transform executive oversight from paper policies into real accountability 2. Risk Management (RM-1 to RM-4): Building frameworks that capture AI's unique risks and emergent behaviours 3. Regulatory Operations (RO-1 to RO-4): Translating complex requirements into practical, reliable mechanisms for regulatory compliance For each control, I break down how it maps to ISO 42001, the EU AI Act, NIST AI RMF, ISO 27001, ISO 27701, and SOC 2 - showing you precisely where these controls come from and why they matter. You can also download the full map of all controls, to explore and adapt for yourself. You can read the full article here and subscribe for future resources: https://lnkd.in/gd6Atmjm #AIGovernance #ISO42001 #ISO27001 #ISO27701 #EUAIACT #SOC2 #NISTRMF

The 3 Most Brutal Lessons from the book "Negotiation for Procurement Professionals" Jonathan O’Brien doesn't sugarcoat. And frankly, neither should procurement specialists. His book, "Negotiation for Procurement Professionals," taught me three hard lessons that still echo in every supplier meeting I have. These aren't theories; they're battle-tested truths that have reshaped my approach: 1. Silence is a weapon. If you're uncomfortable with it, you've already lost leverage. The other side will fill the void, and often, that means giving away more than you intended. Master the pause. 2. Never negotiate on a single variable. Price-only deals are procurement suicide. When you focus solely on price, you leave value, innovation, and long-term partnership potential on the table. Always seek multiple levers – payment terms, delivery schedules, quality metrics, service levels – to create a richer, more beneficial agreement for both parties. 3. If you didn’t trade something, you probably paid for it anyway. Every concession, every extra, every "free" add-on has a cost. Be intentional about what you give and what you get. If you're not actively trading value, you're likely absorbing hidden costs. This book is a must-read for anyone tired of being outplayed at the negotiation table. It's not about being aggressive; it's about being prepared, strategic, and understanding the true dynamics of influence. What's a "brutal truth" about procurement or negotiation that has stuck with you? Share your lessons below! #Procurement #Negotiation #SupplyChain #JonathanOBrien #ProcurementStrategy

My long-time mantra of “Governance for Transformation” underlines that governance is essential, all the more in rapid change. Yet it must be designed to enable transformation. If it slows organizational change, it can kill the organization. This framework covers the usual governance elements of compliance, intellectual property, bias, and privacy. It also focuses on positive, directional elements around how AI deployment can maximize value creation for organization, employees, stakeholders, and society. I find the framework can be very helpful in board and executive strategy sessions, not for diving into details, but for ensuring that there is an appropriately balanced view in shaping AI governance, including focusing on its positive potential. There are five critical layers: 🏗️ Foundations Foundations establish the essential infrastructure and compliance frameworks that enable responsible AI development. This vital layer ensures organizational values align with societal expectations while protecting intellectual property and maintaining robust technical systems. 🔍 Responsibility Responsibility governs the ethical implementation of AI through transparency, accountability, and fairness across all user groups. This dimension protects user privacy and security while actively identifying and rectifying biases in AI systems. 🚀 Performance Performance drives the optimization of AI systems for efficiency, accuracy, and effectiveness in real-world applications. This element embeds continuous learning while ensuring AI remains consistently reliable and safe as capabilities expand. 🧭 Strategic Vision Strategic vision connects current AI capabilities with future organizational evolution through innovative exploration and disciplined scaling. This forward-looking perspective prioritizes sustainability considerations while developing new opportunities for value creation as AI technologies advance. 👑 Leadership Leadership shapes the ethical boundaries of AI implementation while maximizing positive societal and economic outcomes. This dimension builds trust through transparent accountability while actively participating in broader ecosystems that create lasting contributions for communities and industries.

April is AI Governance month. Through the end of the month, I'm going deep on Governing Intelligence by Noah M. Kenney. He's written one of the most thorough treatments of AI governance I've read. Not theory. Actual implementation specs, regulatory mapping, and practitioner frameworks built for the people doing this work. (Almost) everyday, I'll pull a section, run it through my lens as a GRC practitioner, and give you the things that actually matter for teams building and governing AI systems in regulated environments right now. Why this series, why this book, why now? We are in the middle of the most consequential shift in the AI governance landscape since the field existed. The EU AI Act is live, prohibited practices have been enforceable since February, GPAI obligations are hitting, full high-risk system requirements have been delayed but are still upcoming. The U.S. has no comprehensive federal law; the FTC is filing enforcement actions, states are legislating independently, and sector regulators are moving fast. ISO 42001 is published. NIST dropped its Generative AI Profile. The Bletchley Declaration introduced the concept of frontier model governance on an international stage. And most organizations are still treating this as a future problem. It is not a future problem. It is a now problem and most compliance and risk programs aren't structured to handle it yet. What makes Governing Intelligence worth all of the posts: it gives practitioners a five-layer operational framework, the AI Governance Stack, that translates principles into executable requirements. Data governance. Model governance. System integration. Control and monitoring. Audit and evidence. Each layer has specific thresholds, decision rules, and failure modes. That specificity is rare in this space, and it's what makes the book worth working through carefully rather than skimming. If you work in GRC, compliance, risk, legal, or you're building AI systems in a regulated environment this series is for you! Drop a comment with the governance topic you most want me to cover this month. I'll make sure it's on the list 👍 PDF of the book --> https://lnkd.in/g4DMun3r #AIGovernance #GRC #RiskManagement #Compliance #AIRegulation

Here's a step-by-step breakdown on how to negotiate with a supplier (a playbook for your next negotiation)   You’re facing a supplier who’s increasing prices, and it’s threatening your margins.   This is exactly what one of my clients — a manufacturing CEO — was up against.   Here’s how I helped him turn it around:   1. Don’t Start with Price – Lead with Understanding   First, I told him: “I understand that you’re facing pressure too. Can you walk me through what’s changed on your end?”   By opening the conversation this way, he got the supplier talking about their challenges, not just about raising prices.   This put the focus on the problem, not the cost.   2. Ask for a Breakdown   You need the specifics on why the prices are going up.   “Can you help me understand the key factors driving this increase? I want to ensure we’re on the same page and can explore solutions.”   This makes it clear you’re not just passively accepting... But actively looking for mutual understanding.     3. Explore Alternative Solutions   Instead of just battling over price, ask about other ways to meet their needs without impacting your margins.   “What other solutions could we explore to offset these price changes?   Could we adjust order quantities, change delivery schedules, or modify terms to maintain the same cost?”   This opens the door to creative problem-solving that benefits both sides.     4. Use MESO (Multiple Equivalent Simultaneous Offers)   This is a powerful tactic where you offer a few alternatives that all work for you, giving the supplier options.   It helps you avoid a deadlock.     “We have a few options to consider:       1. Maintain the current price if we commit to a longer-term agreement.     2. Accept a 5% price increase but shorten the contract length.     3. A 10% price increase with better delivery terms.      Which option works best on your end?”   This lets them choose the solution that’s easiest for them while keeping you in control.     5. Highlight Long-Term Partnership Value   Make it clear that you’re in this for the long haul.   And you’re looking for a deal that benefits both of you.     "We value this partnership, and we want to continue growing it.   Let's work together to find a solution that makes sense for both of us in the long run.”   This builds goodwill and emphasizes your commitment to a strong, ongoing relationship.     My client saved 12% on operational costs and secured a long-term supplier relationship.   The key takeaway:   Don’t negotiate just on price.   Lead with understanding, ask for better terms, and propose a solution that works for both sides.   Ready to negotiate smarter? Let’s talk ---------------------------- Hi, I’m Scott Harrison and I help executive and leaders master negotiation & communication in high-pressure, high-stakes situations. - ICF Coach and EQ-i Practitioner - 24 yrs | 19 countries | 150+ clients  - Negotiation | Conflict resolution | Closing deals

𝐈𝐧 𝐯𝐞𝐧𝐝𝐨𝐫 𝐧𝐞𝐠𝐨𝐭𝐢𝐚𝐭𝐢𝐨𝐧𝐬, 𝐟𝐚𝐢𝐥𝐢𝐧𝐠 𝐭𝐨 𝐤𝐧𝐨𝐰 𝐲𝐨𝐮𝐫 𝐧𝐮𝐦𝐛𝐞𝐫𝐬 𝐢𝐬 𝐚 𝐝𝐢𝐫𝐞𝐜𝐭 𝐭𝐡𝐫𝐞𝐚𝐭 𝐭𝐨 𝐲𝐨𝐮𝐫 𝐩𝐫𝐨𝐣𝐞𝐜𝐭’𝐬 𝐬𝐮𝐜𝐜𝐞𝐬𝐬. Preparation is the backbone of every successful vendor negotiation. When you understand your costs, set clear terms, and align on value, you’re building not just a contract but a reliable partnership. Here are some of the best practices we have learned for effective vendor negotiations at Venwiz: 1. 𝐃𝐚𝐭𝐚-𝐃𝐫𝐢𝐯𝐞𝐧 𝐄𝐬𝐭𝐢𝐦𝐚𝐭𝐞𝐬: Arriving at project cost estimation through detailed cost analysis sets a solid foundation. Use methods like Zero-Based Costing for detailed estimations, apply inflation adjustments to the last purchase cost, or use weighted averages from multiple quotes. When vendors see that you know your numbers, it builds credibility and respect, setting the stage for more productive discussions.     2. 𝐒𝐞𝐭 𝐂𝐥𝐞𝐚𝐫, 𝐀𝐜𝐡𝐢𝐞𝐯𝐚𝐛𝐥𝐞 𝐓𝐞𝐫𝐦𝐬: Define concrete targets for service levels, timelines, and ceiling costs. A well-defined service agreement—including specifics like payment schedules, quality & safety standards, and warranty terms—establishes a strong foundation. This clarity avoids misunderstandings and creates a structure that supports efficient, respectful negotiations.     3. 𝐋𝐨𝐨𝐤 𝐁𝐞𝐲𝐨𝐧𝐝 𝐁𝐮𝐝𝐠𝐞𝐭 𝐭𝐨 𝐅𝐨𝐜𝐮𝐬 𝐨𝐧 𝐕𝐚𝐥𝐮𝐞: Budget matters, but so does value alignment. Quality vendors look for clients who understand this. Show commitment by offering flexibility in terms, such as adjusting payment timelines or considering future projects. If a vendor can provide an extended warranty or additional service terms, it may justify a slightly higher costs if it aligns with your project’s goals.     4. 𝐇𝐚𝐯𝐞 𝐚 𝐁𝐀𝐓𝐍𝐀 (𝐁𝐞𝐬𝐭 𝐀𝐥𝐭𝐞𝐫𝐧𝐚𝐭𝐢𝐯𝐞 𝐭𝐨 𝐚 𝐍𝐞𝐠𝐨𝐭𝐢𝐚𝐭𝐞𝐝 𝐀𝐠𝐫𝐞𝐞𝐦𝐞𝐧𝐭): Always have a clear fallback plan. A strong BATNA isn’t just a backup; it’s a powerful leverage tool that ensures you’re negotiating from a position of confidence rather than necessity. In vendor relationships, the best negotiations are built on value, transparency, and mutual respect. When both sides understand the stakes and goals, you pave the way for enduring partnerships that drive long-term results. 𝐖𝐡𝐚𝐭 𝐧𝐞𝐠𝐨𝐭𝐢𝐚𝐭𝐢𝐨𝐧 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐞𝐬 𝐡𝐚𝐯𝐞 𝐲𝐨𝐮 𝐟𝐨𝐮𝐧𝐝 𝐦𝐨𝐬𝐭 𝐞𝐟𝐟𝐞𝐜𝐭𝐢𝐯𝐞 𝐢𝐧 𝐛𝐮𝐢𝐥𝐝𝐢𝐧𝐠 𝐬𝐭𝐫𝐨𝐧𝐠 𝐯𝐞𝐧𝐝𝐨𝐫 𝐫𝐞𝐥𝐚𝐭𝐢𝐨𝐧𝐬𝐡𝐢𝐩𝐬? 𝐋𝐞𝐭’𝐬 𝐥𝐞𝐚𝐫𝐧 𝐟𝐫𝐨𝐦 𝐞𝐚𝐜𝐡 𝐨𝐭𝐡𝐞𝐫—𝐬𝐡𝐚𝐫𝐞 𝐲𝐨𝐮𝐫 𝐭𝐢𝐩𝐬 𝐛𝐞𝐥𝐨𝐰! #Venwiz #CapEx #Procurement

World Economic Forum 𝗷𝘂𝘀𝘁 𝗽𝘂𝗯𝗹𝗶𝘀𝗵𝗲𝗱 𝘁𝗵𝗲 𝗺𝗼𝘀𝘁 𝗰𝗼𝗺𝗽𝗿𝗲𝗵𝗲𝗻𝘀𝗶𝘃𝗲 𝗳𝗿𝗮𝗺𝗲𝘄𝗼𝗿𝗸 𝗼𝗻 𝗔𝗜 𝗮𝗴𝗲𝗻𝘁 𝗴𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲 I've seen in December. In my two recent roles, we've deployed agents that optimize digital content on marketplaces, run retail media campaigns on platforms, create replenishment POs to prevent OOS, and identify opportunities for promotions or price increases. But here's my candid observation: most of us are moving faster than our governance frameworks can handle. This report adds a new perspective to the conversation. 𝗪𝗵𝗮𝘁'𝘀 𝗶𝗻𝘀𝗶𝗱𝗲: ⬇️ 1. Technical architecture breakdown: application, orchestration, and reasoning layers—plus protocols like MCP and A2A that enable agent interoperability across enterprise systems. 2. 7-dimensional classification system: role, autonomy, authority, predictability, function, use case, and environment. This helps you understand exactly what level of risk you're dealing with. 3. Real-world evaluation framework: task success rates, completion time, tool-use accuracy, edge case robustness, and trust indicators. Finally, practical metrics for production deployment. 4. Risk assessment lifecycle: a 5-step process from defining context to managing residual risk—mapped directly to agent capabilities and deployment scenarios. 5. Progressive governance model: baseline controls for every agent (access, monitoring, testing, human oversight), with safeguards that scale as autonomy and authority increase. 6. Multi-agent ecosystems: the future isn't single agents—it's networks of agents that negotiate, transact, and collaborate. The report covers emerging risks like drift, misalignment, and cascading failures. 𝗪𝗵𝘆 𝘁𝗵𝗶𝘀 𝗺𝗮𝘁𝘁𝗲𝗿𝘀 𝗳𝗼𝗿 𝗖𝗣𝗚: ➜ Don't underestimate agents, they're not glorified chatbots; they are powerful and act on a much higher decision-making efficiency. They're making decisions on inventory, pricing, promotions, and customer data. ➜ Without classification, you can't assess risk. Without evaluation, you can't validate performance. Without governance, you're flying blind. Time to learn what's running under the hood. ➜ The framework gives you a playbook: start with low-autonomy agents, test rigorously, scale governance as capabilities grow. And don't rely on your IT and data science teams, get your hands dirty, please, even by watching and getting involved only. ➜ This isn't academic, from what I can tell, it's designed for practitioners who need to deploy safely today while preparing for multi-agent ecosystems tomorrow. The bottom line: adoption without governance is reckless. Governance without practical frameworks is paralysis. This report gives us both. Full paper is here: https://lnkd.in/eVuBJWps #AI #AIAgents #CPG #FMCG #Enterprise #Governance #Innovation

Strong negotiation outcomes are usually built before the meeting starts, not during it. In procurement, the real advantage is rarely sharper rhetoric. It is better preparation architecture, clearer issue design, and tighter commercial capture.  A useful way to reframe negotiation is this: stop treating it as a price discussion, and start treating it as a multi-variable value design exercise. A few principles that matter in practice: • Preparation quality sets the outcome ceiling long before the first offer is made • A should-cost view, credible BATNA, issue map, position structure, and supplier intelligence must work as one system • The most valuable trades come from asymmetry — concessions that cost you little but matter more to the supplier • Single-issue bargaining narrows the commercial outcome; multi-issue packaging expands it • Supplier tactics are best countered through preparation discipline, not improvisation in the room • Governance matters: mandate clarity, team roles, and live concession control prevent avoidable leakage • Negotiation is not complete when terms are discussed; it is complete when value is captured clearly in writing Negotiation science is not about becoming more aggressive across the table. It is about building the analytical discipline to know what to trade, what to hold, what to link, and what must be documented before value starts leaking back out of the deal. Global Procurement Series — Season 2 STRATEGIC SOURCING: THE ANALYTICAL DISCIPLINE Part 4 — NEGOTIATION SCIENCE (Season 1 covered procurement foundations — analytical frameworks, measurement design, operating model, data architecture, and value realisation. Link in comments) #Procurement #StrategicSourcing #Negotiation #ProcurementAnalytics #CategoryManagement #CommercialExcellence #CFO #SpendAnalysis #SupplyChain #ProcurementLeadership

One of the best parts of my job is seeing how real dealmakers operate behind the scenes. The ones running complex M&A at scale, not in theory, but in practice. IVC Evidensia is one of those teams. And their story is too good not to share. They’re one of the world’s largest veterinary care providers, running a roll-up strategy that spans 20 countries and closes up to 300 acquisitions a year. In one month alone? 56 deals. This is a story about what it takes to operate at this level, and keep getting better. Because even elite teams hit new challenges as they scale: → Sellers who are vets first, not dealmakers → Cross-border teams navigating multiple languages → Leadership needing line of sight into hundreds of moving parts What stood out to me most was how IVC approached these as opportunities to refine the engine—not rebuild it. Here’s how they're scaling dealmaking with a Buyer-Led M&A™ approach: ✅ Built a smooth seller experience that respected their time ✅ Streamlined diligence across regions without slowing down ✅ Used real-time reporting to align internal and external stakeholders ✅ Leaned on automation to eliminate manual work ✅ Created a system that learns—and improves—with every deal The impact? → 8–10 hours saved per deal → Faster timelines without cutting corners → A globally consistent playbook that actually works If you’re building your own M&A engine, here’s what this story reinforces: 🔹 Even the best strategies need the right scaffolding 🔹 Process is what earns you consistency 🔹 You can scale trust just as much as you scale volume 🔹 The goal isn’t perfection—it’s momentum This is Buyer-Led M&A™ at its finest: Respectful of sellers. Built for scale. Sharpened by experience. Want to learn more? Check out our LIVE podcast episode from the Buyer-Led M&A Summit. Link in the comments. #BuyerLedMA #MAScience #CorpDev #RollUpStrategy #CrossBorderDeals #SellerExperience #DealExecution #PrivateEquity #MergersAndAcquisitions