The journey to effective government procurement is filled with complexities that require strategic foresight, expert execution, and adaptability. Missteps can lead to inefficiencies, cost overruns, and suboptimal outcomes.
Ahead of GovProcure 2025, we spoke to 3 government procurement leaders to gain their nuanced perspectives and insights on some of the key pitfalls that can derail a procurement team and how to overcome those challenges.
Read on to hear from Lorna Elisei, Contract Management Specialist, Victoria Legal Aid, Fern Lees, Director Procurement and Contract Management, IP Australia, and David Hurrell, Associate Director Procurement, Infrastructure NSW, on how to elevate your contract management, team training & skills development, and procurement change management.
Contract Management: Building a Strong Foundation
Contract management often falters due to systemic challenges such as assigning unqualified personnel, insufficient training, or a lack of understanding of the goods or services being procured. Lorna Elisei, Contract Management Specialist at Victoria Legal Aid, explains, “Ineffective contract management often stems from the appointed resource—the Contract Manager. This can include the wrong person in the role, a lack of understanding of the goods or services being provided, insufficient training, limited guidance, increased business demands, or resource shortages. Many of these issues are systemic, not necessarily the fault of the Contract Manager.”
To mitigate these risks, Elisei stresses the importance of strong foundational practices. “This involves appointing the right individual, creating a cohesive framework with support policies, and providing aligned procedures,” she says. Tools such as adaptable templates and planning worksheets can streamline processes and ensure consistency. Elisei also highlights the need for thorough training, effective contract handovers, and an in-depth understanding of contract terms and conditions. She emphasises that by empowering Contract Managers with these resources and support systems, organisations can achieve better performance and outcomes. “Ultimately, success in contract management is about equipping people with the tools and knowledge they need to navigate complexity,” she adds.
Training: Creating Meaningful Development Opportunities
Training programs can fail when they don’t resonate with participants or provide practical application. Fern Lees, Director of Procurement and Contract Management at IP Australia, explains, “Training fails when it doesn’t engage participants effectively, lacks clear messaging, or doesn’t provide opportunities to apply learnings in a practical context. Without these elements, key takeaways are often lost.”
Lees believes that creating a safe and supportive environment is essential for fostering growth and innovation. “Always provide a safe space to fail. This encourages team members to take risks and try new approaches without fear of judgment,” she advises. This approach allows individuals to experiment, build confidence, and ultimately innovate.
Additionally, Lees emphasises that training should not be limited to theoretical knowledge but should include practical exercises that bridge the gap between learning and application. “Confidence grows through experimentation, which ultimately leads to innovation and growth,” she says. By providing hands-on opportunities and encouraging team members to challenge the status quo, organisations can nurture a more capable and resilient workforce.
Change Management: Adapting in a Dynamic Environment
Managing change in procurement often fails when communication breaks down, stakeholder involvement is insufficient, or unrealistic workloads are imposed. David Hurrell, Associate Director of Procurement at Infrastructure NSW, explains, “Change management often falters due to poor communication about objectives, lack of workforce engagement, and failure to involve key stakeholders like customers and suppliers. Other common issues include inadequate communication, unrealistic expectations about workloads, and rigid adherence to plans even when they aren’t working.”
To navigate these challenges, Hurrell underscores the importance of a structured yet flexible approach. “Agility is essential. Break change into small, manageable milestones, and conduct regular environmental scans to reassess priorities,” he advises. He warns against the sunk-cost fallacy, emphasising the need for evidence-based decisions even if it means pivoting mid-course.
Hurrell also advises caution when adopting new technologies. “Be cautious with emerging technologies—focus on proven solutions rather than untested innovations,” he says. Celebrating small achievements along the way and conducting post-change reviews to identify lessons learned are also crucial. “Success lies in milestone-based progress, ongoing reviews, and an openness to adapt,” he concludes.
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Government procurement, while complex, can be mastered through thoughtful planning, proactive management, and continuous improvement. The insights from these experts highlight the importance of empowering teams, fostering open communication, and staying agile in the face of change.
Hear from Lorna, Fern, David and dozens of other government procurement leaders at GovProcure 2025 in Sydney from 4-6 March 2025. Learn more.