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 250+ 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. 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 who are 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. 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 the machine to execute. You will define the operating model, the processes, the tools, and the team. This is not a one-person function long-term. You will determine the right size and structure for the organization based on the volume of work and the complexity of the vendor portfolio — designed to pay for itself, and then some, through measurable cost reduction and commercial discipline. You will establish category strategies, competitive sourcing processes, and vendor management disciplines that make the function work at corporate and position it to scale. This includes standing up quarterly business reviews with strategic vendors, benchmarking pricing against market data, and holding vendors accountable for service delivery and contract performance. You will be measured on demons