Senior Manager, IT Procurement & Vendor Strategy

About Us

Every moment of every day, people around the world rely on the energy they access through infrastructure built by Quanta. Comprising the largest skilled-labor force in North America, our employees are highly skilled and innovative, continually working to connect people and power. We’re building the infrastructure that supports the energy transition, and there are more opportunities than ever to be part of our team. Join us and build your career building a brighter future.

Imagine what you could do here. We encourage, inspire, and support our people to seize opportunities in our corporate office and with hundreds of our operating companies worldwide that provide solutions for the utility, renewable energy, electric power, industrial, and communications industries.

Quanta actively promotes and maintains a culture of belonging where all employees can be themselves, live their values, and find opportunities to succeed. When you join our team, you join a dynamic organization in which career development is encouraged, excellence is rewarded, and diversity is prized. Come find out how our people power modern life.

About this Role

Quanta Services (NYSE: PWR) is a Fortune 200 company and the largest specialty contractor in North America, with $28B+ in annual revenue, 70,000+ employees, and 60+ operating companies. Quanta’s Corporate IT organization supports the enterprise with shared technology services, infrastructure, cybersecurity, and business applications.

Quanta has not historically had a strategic, centralized approach to IT procurement.

This is changing. Quanta is building its first strategic IT Procurement & Vendor Strategy function from scratch. The Senior Manager will be the foundational leader — the person who inherits the current state, stabilizes operations, builds the function, and transforms it into a strategic capability that drives measurable cost reduction across significant enterprise-scale IT spend.

You are walking into a function that needs immediate operational stabilization and long-term strategic vision simultaneously. This is a build, not a maintain.

What You'll Do

Stabilize the Foundation (Now)

The current state of IT procurement has existing processes and documentation, but they have not been consistently maintained or updated, and operational discipline has eroded over time. Your first priority is getting your arms around it — both the contract portfolio and the operational layer underneath it. Starting with Quanta’s corporate IT portfolio, you will conduct a comprehensive assessment of every active technology agreement, vendor relationship, and renewal obligation. You will inventory the contract portfolio, identify what is expiring, what has auto-renewed on unfavorable terms, and where Quanta has limited commercial leverage because vendor relationships have been managed by technology delivery leaders focused on running the business, not negotiating contracts. You will fix the renewal process so the organization is never again making critical decisions with insufficient lead time.

You will also assess and redesign the operational layer that supports procurement today — intake, license provisioning, renewal tracking, and Bill of IT data assembly — which currently runs through fragmented manual processes, high-volume ticket-driven workflows, and critical knowledge held in individual heads. You will map the current state and design a redesigned operating engine: what gets automated, what gets handled through managed services, and what stays inside the function. The output is a function that runs on clean, structured data rather than spreadsheets and tribal knowledge. Without this, the strategic work that follows runs on bad data and gets interrupted by operational fires.

This is the foundation everything else depends on — and it starts on day one.

Define the Strategy and Build the Function (Next)

Once the immediate exposure is contained, you shift to strategy. Based on what you learn during stabilization, you will define the strategic mandate for IT procurement at Quanta: what categories this function owns, what the target operating model looks like, what the cost takeout opportunity is, and how this function evolves from a corporate capability to an enterprise-wide one. That strategy should envision enterprise reach — but you execute it at corporate first. You will stand up the function against the corporate IT portfolio, prove the operating model works, demonstrate measurable value, and build credibility with leadership. Some enterprise-scale work will begin naturally even at this stage — Quanta already manages licensing for itself and across operating companies for certain vendors. Throughout this phase, you will align leadership across key functions to the strategy and its sequencing.

You will also build