Kriti Jain, Sr. Director of Indirect Procurement, walked into Lucid Motors to find an indirect procurement function that barely existed — a team in single digits without the infrastructure to support a scaling EV manufacturer competing against established players. Within a year, she built what she calls “indirect procurement 2.0,” growing to nearly 30 people globally while establishing frameworks that position procurement as a strategic partner rather than a cost-cutting function.

Her grandfather, who built an ice factory by hand in India, taught her at age 10 to trace problems upstream to root causes rather than wait for symptoms to cascade. That lesson about following data to find solutions shapes how she approaches organizational transformation decades later, actively seeking companies with “maximum problems” because that’s where change creates the most value. She explains why 80% information is enough for decision-making when you can bridge the gap with accumulated expertise, how her team resolves stakeholder pushback through peer-to-peer subject matter expert engagement rather than escalation, and what it takes to earn credibility with engineering-focused leadership in a capital-intensive startup racing established competitors.

Topics discussed:

• Building procurement infrastructure for technology, manufacturing, and automotive operations simultaneously in an EV startup environment.
• The decision to prioritize tomorrow’s organizational scalability over immediate cost savings when defining transformation success metrics.
• An 80% information threshold for decision-making that relies on accumulated cross-industry expertise to bridge remaining uncertainty.
• Developing team ownership mindsets that enable subject matter experts to resolve stakeholder pushback without leadership escalation.
• How intentionally targeting companies with maximum operational chaos creates the most valuable conditions for professional growth.
• The three-pillar focus strategy of technology innovation, policy evolution, and people development to avoid overwhelming teams with market changes.
• How peer-to-peer communication between procurement specialists and business stakeholders builds stakeholder buy-in.
• Building procurement team capabilities by hiring for ownership mindset and communication effectiveness.

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