Contents
- 1 Purpose and Organisational Context
- 2 Team Structure and Role Architecture
- 3 Skills Matrix
- 4 Capability Framework
- 5 Career Pathways
- 6 Gateway Criteria
- 7 Operating Norms and Culture
- 8 Performance Standards and KPIs
- 9 Learning and Development
- 10 APQC and Best Practice Alignment
Purpose and Organisational Context
This document defines the people architecture for Bundle IQ — the skills required, the capability framework that governs how we assess and develop those skills, the career pathways available to team members, and the gateways that mark progression from one level to the next.
Bundle IQ operates at the intersection of procurement expertise, technology, and advisory. This creates a team profile that is genuinely unusual — we need people who can do procurement (run a tender, negotiate a contract, manage a supplier) and who understand the platform, the data, and the client relationship. Neither half is optional.
The framework in this document applies to all Bundle IQ roles: IQ Analysts, IQ Practitioners, IQ Senior Practitioners, IQ Specialists, and the IQ On-Site placed people covered by the companion CONOPS. It also provides the hiring profile for new team members and the assessment criteria for performance reviews.
The Bundle IQ people standard
We are a small team that must deliver at a quality level that competes with large consultancies — because that is what our clients compare us against. The framework is aspirational. Not every team member will be at Expert level across all competencies. But every team member should know exactly where they are and exactly what the path to the next level looks like.
Team Structure and Role Architecture
2.1 Role levels
| Level | Title | CIPS equivalent | Typical experience | Primary focus |
|---|---|---|---|---|
| L1 | IQ Analyst | CIPS Level 4 | 0–2 years | Data, research, process support, platform operations |
| L2 | IQ Practitioner | CIPS Level 5 (MCIPS) | 2–5 years | Category execution, supplier management, client-facing delivery |
| L3 | IQ Senior Practitioner | CIPS Level 6 (FCIPS eligible) | 5–10 years | Strategic sourcing, complex negotiations, client relationship lead |
| L4 | IQ Specialist | FCIPS / equivalent | 10+ years | Advisory, research, methodology development, sector specialisation |
| L5 | IQ Principal | FCIPS + sector authority | 15+ years | Platform development, external research, keynote advisory, BD |
2.2 Functional teams
| Team | Purpose | Typical roles |
|---|---|---|
| IQ Delivery | Executes procurement for clients — buying pools, RFQs, supplier management, IQ On-Site placements | L1–L3, mix of generalists and category specialists |
| IQ Research & Advisory | Produces IQ Intelligence content, benchmarking, maturity assessments, and advisory services | L3–L5, strong analytical and communication skills |
| IQ Platform & Operations | Manages platform operations, supplier verification, IQ Monitor, data quality, and client onboarding | L1–L3, strong process and technology orientation |
| IQ Commercial | Business development, client acquisition, sector partnerships, and investor relations | L2–L4, commercial acumen and sector knowledge |
Skills Matrix
The skills matrix shows the required proficiency at each role level across all Bundle IQ competency domains. Proficiency is scored 1–5: 1 = Awareness, 2 = Foundation, 3 = Practitioner, 4 = Advanced, 5 = Expert.
| Skill / Competency | L1 Analyst |
L2 Practitioner |
L3 Sr Practitioner |
L4 Specialist |
L5 Principal |
|---|---|---|---|---|---|
| A. Procurement Core | |||||
| Spend analysis and categorisation | 2 | 3 | 4 | 5 | 5 |
| Category strategy development | 1 | 3 | 4 | 5 | 5 |
| Sourcing and tendering | 2 | 4 | 5 | 5 | 5 |
| Contract drafting and negotiation | 1 | 3 | 4 | 5 | 5 |
| Supplier relationship management | 2 | 3 | 4 | 5 | 5 |
| Purchase-to-pay process management | 3 | 4 | 4 | 4 | 3 |
| Inventory and demand management | 2 | 3 | 4 | 4 | 3 |
| B. Compliance and Risk | |||||
| UK regulatory framework (Procurement Act, MSA) | 2 | 3 | 4 | 5 | 5 |
| CSDDD and ESG due diligence | 1 | 2 | 3 | 5 | 5 |
| Supplier verification (7-API stack) | 4 | 4 | 4 | 5 | 4 |
| Supply chain risk management | 2 | 3 | 4 | 5 | 5 |
| IR35 and contractor compliance | 2 | 3 | 4 | 5 | 4 |
| Sanctions and financial crime awareness | 3 | 3 | 4 | 5 | 5 |
| C. Analytics and Research | |||||
| Spend and price benchmarking | 2 | 3 | 4 | 5 | 5 |
| APQC PCF methodology | 2 | 3 | 4 | 5 | 5 |
| Procurement maturity assessment | 1 | 2 | 4 | 5 | 5 |
| Research writing and white papers | 2 | 3 | 3 | 4 | 5 |
| KPI design and performance reporting | 2 | 3 | 4 | 5 | 5 |
| Commodity and market intelligence | 1 | 2 | 3 | 4 | 5 |
| D. Platform and Technology | |||||
| IQ Chat and AI brief structuring | 4 | 4 | 4 | 4 | 3 |
| IQ Analytics dashboard and reporting | 4 | 4 | 4 | 4 | 3 |
| IQ Supplier Verification tools | 4 | 4 | 4 | 5 | 4 |
| eProcurement and S2P systems | 2 | 3 | 4 | 5 | 4 |
| Data analysis tools (Excel, Power BI) | 3 | 4 | 4 | 4 | 3 |
| E. Client and Commercial | |||||
| Stakeholder management | 2 | 3 | 4 | 5 | 5 |
| Client relationship management | 1 | 3 | 4 | 5 | 5 |
| Presenting to senior leadership | 1 | 2 | 4 | 5 | 5 |
| Commercial awareness and negotiation | 2 | 3 | 4 | 5 | 5 |
| Business development and proposals | 1 | 2 | 3 | 4 | 5 |
| F. Sector Knowledge (minimum 2 sectors at required level) | |||||
| Agriculture — inputs, feed, energy, insurance | 1 | 2 | 3 | 4 | 5 |
| Construction — materials, plant, subcontracts | 1 | 2 | 3 | 4 | 5 |
| Care — consumables, catering, staffing | 1 | 2 | 3 | 4 | 5 |
| Hospitality — energy, linen, food, equipment | 1 | 2 | 3 | 4 | 5 |
| Manufacturing — raw materials, components | 1 | 2 | 3 | 4 | 5 |
1 = Awareness 2 = Foundation 3 = Practitioner 4 = Advanced 5 = Expert/Authority
Capability Framework
The capability framework defines the observable behaviours and outputs expected at each level across six capability domains. Skills tell you what someone knows — capabilities tell you what they can do with what they know.
A — Commercial Acumen
Understands the commercial dimension of every procurement decision
- Frames every sourcing decision in terms of total cost of ownership
- Calculates and communicates savings in finance-ready format
- Understands supplier economics and uses this in negotiation
- Can articulate the value of procurement to non-procurement audiences
- Recognises when a "cheap" option is actually expensive in context
B — Analytical Thinking
Turns data into decisions and decisions into defensible actions
- Builds spend analyses that are accurate, segmented, and actionable
- Benchmarks prices against multiple credible sources before negotiating
- Identifies trends and anomalies in supplier and spend data
- Presents analysis at the right level for the audience
- Questions data quality before relying on it
C — Process Excellence
Executes procurement processes to a consistent, auditable standard
- Follows APQC PCF process architecture in all category work
- Produces tender documents that are complete, clear, and legally sound
- Maintains complete audit trails on all procurement decisions
- Identifies process failures and raises them before they escalate
- Continuously improves processes based on outcomes data
D — Stakeholder Influence
Builds productive relationships and influences decisions at all levels
- Understands what each stakeholder cares about before engaging
- Communicates complex procurement concepts in accessible language
- Pushes back on unreasonable specifications or timelines professionally
- Builds trust by doing what they say and saying what they mean
- Manages expectations proactively rather than reactively
E — Risk and Compliance
Identifies, quantifies, and mitigates risk without creating bureaucracy
- Spots compliance risk early and escalates before it becomes a problem
- Knows when to apply full process rigour and when proportionality applies
- Verifies suppliers as a habit, not as a checklist exercise
- Understands the regulatory landscape and monitors for changes
- Documents decisions in a way that creates protection, not just paperwork
F — Platform and Innovation
Uses the IQ platform to multiply their impact and adopts new tools confidently
- Uses IQ Chat to structure briefs and draft RFPs faster than competitors
- Pulls IQ Analytics data as the default starting point for any analysis
- Proactively identifies where platform tools could solve client problems
- Contributes to platform improvement with evidence-based feedback
- Shares knowledge of platform tools with clients and colleagues
Career Pathways
Bundle IQ has two primary career pathways: the Delivery track (execution-focused) and the Advisory track (research and advisory-focused). Both converge at the Principal level. Movement between tracks is possible at L3 and above.
Level 1
IQ Analyst
Both tracks
Entry level. Data, research, and process support. Learns platform tools and PCF methodology. Supported by L2/L3 lead.
→
Level 2
IQ Practitioner
Delivery track
Executes sourcing events independently. Manages supplier relationships. Client-facing on day-to-day delivery. MCIPS working toward.
→
Level 3
IQ Sr Practitioner
Delivery or Advisory
Leads client engagements. Manages complex categories. Mentors L1/L2. Eligible for IQ On-Site lead role. Track split begins here.
→
Level 4
IQ Specialist
Deep sector or functional
Subject matter authority in 2+ sectors or procurement function. Produces IQ Intelligence content. Advisory and diagnostic role. FCIPS.
→
Level 5
IQ Principal
Platform authority
Platform thought leadership. External research and publishing. Keynote advisory. Business development. FCIPS + external recognition.
5.1 Advisory track specifics (from L3)
Team members moving to the Advisory track at L3 shift their primary focus from delivery execution to research, diagnosis, and advisory. Their deliverables change from tender documents and supplier scorecards to maturity assessments, IQ Intelligence white papers, and diagnostic frameworks. They still maintain enough delivery capability to be credible with clients but are primarily valued for their analytical and advisory output.
5.2 Lateral moves
Bundle IQ encourages sector specialisation through lateral moves. A Practitioner who develops deep agriculture procurement expertise may move to a specialist agriculture role at the same level before progressing vertically. This creates genuine sector authority — not generalist knowledge — which is what clients pay for.
Gateway Criteria
Gateways are the criteria that must be met before progression to the next level. They are not time-served requirements — progression depends on demonstrated capability and output, not years of service.
🔵 Gateway 1 — L1 Analyst to L2 Practitioner
Skills thresholdAchieve score 3+ in Procurement Core domains A1–A5 in annual skills assessment
QualificationCIPS Level 4 Certificate in Procurement and Supply completed or enrolled
PlatformDemonstrated independent use of all 5 core IQ platform tools
DeliverySuccessfully supported minimum 5 sourcing events end-to-end
ComplianceZero compliance incidents or unresolved process errors
EndorsementLine manager endorsement with specific capability evidence
🟢 Gateway 2 — L2 Practitioner to L3 Senior Practitioner
Skills thresholdScore 4+ in minimum 8 competencies across at least 4 domains
QualificationCIPS Level 5 Diploma (MCIPS) achieved or within 6 months
Client deliveryLed minimum 3 complete category management cycles independently
SavingsDelivered ≥ £50,000 in finance-validated savings across career at BIQ
SectorsDemonstrated competency in minimum 2 Bundle IQ sectors at score 3+
MentoringHas mentored at least one L1 Analyst effectively
Client endorsement≥ 2 client satisfaction scores of 8+ in last 12 months
EndorsementSenior Practitioner or above endorsement with portfolio evidence
🟡 Gateway 3 — L3 Senior Practitioner to L4 Specialist
Skills thresholdScore 5 in minimum 4 competencies; score 4+ in minimum 12
QualificationCIPS Level 6 (FCIPS eligible) or specialist equivalent qualification
Sector authorityPublished IQ Intelligence content (white paper or research brief) in area of specialisation
AdvisoryDelivered minimum 2 maturity assessments or diagnostic engagements independently
CommercialContributed to minimum 2 new client proposals or BD activities
SavingsDelivered ≥ £250,000 cumulative in finance-validated savings
External recognitionCIPS regional contribution, industry event speaker, or published external article
EndorsementPrincipal or Founder endorsement with portfolio and peer review
🟣 Gateway 4 — L4 Specialist to L5 Principal
Skills thresholdScore 5 in minimum 8 competencies across 5+ domains
QualificationFCIPS achieved or equivalent senior professional designation
Thought leadershipMinimum 3 IQ Intelligence publications; external speaking or media presence
Platform contributionMaterial contribution to IQ platform methodology or taxonomy
CommercialSourced or significantly contributed to minimum £200k ARR in new business
MentoringDeveloped minimum 2 team members through Gateway 2 or above
External networkCIPS, Hackett, or APQC contribution; recognised externally in sector
EndorsementFounder/Director endorsement; external reference from senior procurement leader
Operating Norms and Culture
7.1 How we work
- Evidence first: every recommendation comes with data. "I think" is not a procurement position. "The APQC benchmark shows…" is.
- Clients are not wrong, they are uninformed: when a client has a bad procurement habit, our job is to show them a better way, not to judge them for what they did before us.
- We document as we go: not at the end, not when asked. Every procurement decision has a contemporaneous record.
- We share knowledge: a team member who hoards expertise is a liability. Everything we know goes into the platform, the taxonomy, or the IQ Intelligence library.
- We escalate early: a problem raised on day 2 is manageable. The same problem raised on day 20 is a crisis.
- We are proud of the work: the quality of a contract clause, the accuracy of a spend analysis, the precision of a tender evaluation — these matter.
7.2 How we make decisions
| Decision type | Who decides | What's needed |
|---|---|---|
| Day-to-day procurement execution | Placed person / Analyst independently | Within SOW scope and approval thresholds |
| New supplier onboarding above threshold | L2+ with verified IQ supplier record | Completed verification checklist |
| Contract signature above £25k | L3+ with client approval | SOW authority or client written approval |
| Non-standard process or exception | Bundle IQ Operations | Written request with rationale |
| Compliance or regulatory escalation | Bundle IQ Operations + appropriate adviser | Same-day escalation, written record |
Performance Standards and KPIs
8.1 Individual performance KPIs — all team members
| KPI | Target | Frequency |
|---|---|---|
| Savings delivered (finance-validated) | ≥ 2× salary equivalent annually | Quarterly review |
| Client satisfaction (for client-facing roles) | ≥ 8/10 | Quarterly survey |
| Compliance — zero unresolved incidents | 100% | Monthly |
| Documentation completeness | 100% of transactions with full audit trail | Monthly spot check |
| CPD hours completed | ≥ 30 hours/year | Annual review |
| Platform tool utilisation | IQ Chat/Analytics used on ≥ 90% of sourcing events | Monthly |
| Skills assessment progression | Net improvement on ≥ 2 competencies per year | Annual assessment |
| Knowledge contribution | ≥ 1 contribution to IQ Research/Taxonomy annually | Annual review |
Learning and Development
9.1 Core learning programme
| Programme | Who | Frequency | Provider |
|---|---|---|---|
| CIPS qualification pathway (L4 → L6) | All team members | Ongoing — annual module | CIPS / approved provider |
| IQ Platform tool certification | All, on joining | Once + annual update | Bundle IQ internal |
| APQC PCF deep dive | L2+ on joining | Annual refresher | APQC / Bundle IQ internal |
| Sector immersion (2 core sectors) | L2+ | Annual + on new engagement | Bundle IQ internal + sector bodies |
| Negotiation skills | L2+ | Every 2 years | External provider |
| Regulatory update (MSA, CSDDD, Proc Act) | All team members | Annual | CIPS / legal adviser |
| Research and writing skills | L3+ Advisory track | Annual | External / internal |
9.2 Mentoring and coaching
Every L1 and L2 team member is assigned a mentor at L3 or above. Mentoring sessions occur fortnightly in the first 6 months and monthly thereafter. The mentor is responsible for: reviewing the mentee's skills assessment, discussing career development, providing feedback on work quality, and endorsing gateway applications when criteria are met.
APQC and Best Practice Alignment
10.1 APQC PCF alignment
All Bundle IQ team members work within the APQC Procurement Process Classification Framework (PCF v7.2) as the reference architecture for all procurement work. Category strategies are structured to PCF process groups. Procurement briefs map to PCF L3 processes. SOW deliverables are expressed in PCF terminology to maintain consistency across clients and team members.
10.2 External benchmark alignment
| Organisation | Framework/resource | How we use it |
|---|---|---|
| APQC | PCF v7.2, Open Standards Benchmarking | Process architecture, KPI benchmarks, maturity assessment |
| CIPS | Procurement Maturity Model, Competency Framework | Skills assessment calibration, CPD programme, qualification pathway |
| Hackett Group | Procurement Benchmarking Study (annual) | KPI targets, world-class performance thresholds, advisory benchmarks |
| Chartered Institute of Arbitrators | Commercial dispute resolution | Contract escalation procedures, dispute resolution framework |
| NCSC | Supply chain security guidance | Supplier cyber risk assessment framework |
| BSI | BS 11000 (collaborative relationships), ISO 20400 (sustainable procurement) | Supplier relationship standards, sustainability framework |
| SEDEX | Ethical trade audit framework | Sub-tier supplier ethical assessment methodology |
The standard we hold ourselves to
The Hackett Group identifies the top quartile of procurement organisations as "World Class." Their 2024 study shows world-class procurement organisations deliver 3× the savings of typical performers at 25% lower operating cost. That is the benchmark we aspire to — not because we are a large enterprise but because our clients deserve world-class procurement expertise regardless of their size. This framework exists to build that capability systematically.