In New Zealand, a bold transformation is underway – one that aims to elevate public procurement, delivering greater value for government, suppliers, communities and the public at large.
At the helm of this change is New Zealand’s newly appointed General Manager of Procurement Michael Alp who, just over two months into the role, is already charting a course for a more agile, future-focused system.
“It’s been an energising and purposeful start,” he says. “I’ve stepped into a role that’s ripe for building on and moving into our next phase, and I’m fortunate to be surrounded by a talented team and a supportive leadership environment. We’re moving quickly to shift from a traditional procurement function to a future-focused commercial system that delivers greater public value. The momentum is strong and the appetite for change is real.”
A career built for this moment
Michael’s appointment comes at a time when expectations of government procurement are rising sharply. From sustainability to digital transformation, the system is being asked to deliver more than ever. Fortunately, Michael has been gearing up for this kind of complexity.
“I’ve spent much of my career at the intersection of public value, commercial strategy and system leadership,” he explains.
“This role felt like a natural next step; an opportunity to bring together those threads and help shape a system that’s more agile, customer-centric and aligned with the expectations of the Public Service Act. I was drawn to the scale of the opportunity – to leap forward 10 years in just two.”
Leading with purpose
Transforming a system of this scale requires more than expertise, it demands leadership that inspires and empowers.
“I lead with purpose, clarity and trust,” notes Michael. “I believe in empowering people, setting bold goals and creating the conditions for others to thrive. I’m collaborative by nature, but I’m also comfortable making tough calls when needed. Listening deeply – to customers, to partners, to my team – is central to how I lead.”
Defining success beyond compliance
So what does success look like, for Michael and New Zealand as a whole?
It’s not about simply ticking boxes, it’s about reshaping how procurement delivers outcomes that matter.
“Success means delivering a commercial system that’s fit for the future – one that’s faster, smarter and more connected to the outcomes New Zealanders care about. For me personally, it’s about building a legacy of capability, trust and impact. If we can shift the system to be more strategic, more inclusive and more commercially astute, we’ll have done something truly meaningful.”
Navigating change: rules, vision and system leadership
With new government procurement rules on the horizon, agencies and suppliers alike are watching closely. Michael assures that clarity and practicality will be at the centre of the New Zealand Government’s approach.
“We’re working closely with ministers and agencies to ensure the new rules are clear, practical and aligned with broader government priorities,” he says.
“You can expect a strong focus on transparency, economic benefit and outcomes focused, alongside support for agencies to implement the changes effectively. We’ll also be embedding the voice of the customer more deeply into how we design and deliver the system.
“Our vision, over the next three to five years, is to evolve from a procurement system leader to a commercial system leader. That means building a function that’s strategic, data-driven and deeply connected to the sectors it serves. We want to be known for commercial excellence – delivering better outcomes for government, suppliers and ultimately, the public.”
Procurement as a policy lever
Globally, governments are increasingly using procurement as a lever to advance social and economic objectives. New Zealand is no exception.
“Procurement is a powerful lever for change,” Michael stresses. “We’re embedding sustainability, equity and digital transformation into the core of our commercial strategy – not as add-ons, but as essential outcomes. That means smarter use of data, stronger partnerships and a more agile approach to technology and innovation.”
Technology and investments
Digital transformation is already underway, with eInvoicing a current focus, but this is just a starting point, explains Michael.
“eInvoicing is a key enabler of efficiency and transparency, but it’s just the beginning. We will be looking to explore AI to support smarter decision making and analysis, as well as digital tools to enhance supplier relationship management and customer feedback loops. Technology will be central to how we modernise the system.
“We’re investing in capability, technology and system design. That includes looking at how to consider our own financial sustainability to give us more flexibility, embedding customer voice into everything we do, and thinking about what sector leadership should also look at.”
Lessons from the past, eyes on the future
Experiences, both good and bad, have shaped Michael’s perspective on what it takes to make procurement work.
“I’ve seen both the power and the pitfalls of procurement. Projects that succeeded had strong alignment between commercial strategy and public outcomes, while those that struggled often lacked clarity, capability or collaboration. These experiences have reinforced my belief in the importance of system leadership, customer insight and commercial acumen.”
When asked about the biggest challenges facing public procurement in New Zealand, Michael points to capability and pace.
“Capability and consistency remain key challenges. We have pockets of excellence, but we need to lift the baseline across the system. There’s also a need to move faster – procurement can’t be a bottleneck in a world that’s changing rapidly. And we need to build stronger, more strategic relationships with suppliers and sectors.”
Inclusion at its core
A key part of building a modern system is ensuring it reflects and serves the breadth of New Zealand’s economy, including Maori businesses, SMEs and social enterprises.
“We’re committed to building a more inclusive commercial system,” says Michael. “That means reducing barriers to entry, improving visibility of opportunities and co-designing solutions with businesses, SMEs and social enterprises. It’s not just about targets; it’s about relationships, trust and long-term impact.”
Leadership lessons and life outside of work
When asked about a book, idea or quote he returns to time again as a leader, Michael doesn’t hesitate: “Culture eats strategy for breakfast,” he says.
“It’s a reminder that no matter how good your plan is, it’s the people and the culture that determine success. I also draw inspiration from systems thinking – seeing the connections, not just the parts.”
Outside of work, balance comes from family and community.
“I’m a proud dad. My kids keep me grounded and inspired. I’ve loved being part of the Waterloo School Board, and I’m standing for re-election this year. Outside of that, I enjoy running, reading and spending time outdoors with my family. Community and connection are really important to me.”
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