The most consequential procurement decisions — billion-dollar contracts, supply chain redesigns, multi-year sourcing strategies — require more than process. They require judgment. The kind that comes from having built the analytical models, run the competitive negotiations, managed vendors through operational crises, and restructured the organizations that do this work every day.
This is the work Micah has done at some of North America's largest utilities, pharmaceutical companies, and energy developers — consistently, at scale, with documented results. Over two decades, he has developed a practice that spans the full lifecycle of strategic sourcing: from the quantitative analysis that identifies where value is trapped, to the negotiation strategy that captures it, to the organizational design that sustains it.
Effective procurement begins with understanding what you are actually buying — not the surface-level category label, but the economic structure, supplier landscape, cost drivers, and strategic leverage points that determine what is achievable. Micah's category work starts there: comprehensive spend analysis, supplier research, market benchmarking, and a sourcing strategy grounded in the specific economics of each category. The RFP is not the starting point — it is the output of structured thinking about what competition can deliver, what terms are realistic, and what the supplier will actually respond to. Categories have ranged from vegetation management and coal plant retrofits to natural gas storage, solar EPC, and pharmaceutical indirect procurement.
The difference between a good deal and a great one usually comes down to preparation. Micah approaches contract negotiations the way he approaches financial models: by understanding the full cost structure, the supplier's constraints, the realistic competitive alternatives, and the deal terms that are most likely to move. At PG&E, this approach produced $100M+ in documented savings in a single six-week sprint on vegetation management contracts. On a high-voltage transmission project, it identified $71M in savings on a contract valued at several hundred million dollars. The numbers are large because the stakes are large — and because the preparation is thorough.
Most procurement challenges are not problems with individual contracts or categories — they are problems with the organization that manages them. Structure, governance, roles, capabilities, and processes either create leverage or destroy it. Micah has led organizational redesign of supply chain functions inside Fortune 500 companies, including a full redesign of PG&E's Supply Chain Operations and Strategy groups — restructuring reporting lines, redefining roles, and implementing governance processes that sustained performance improvements after the engagement ended. The objective is always the same: build an organization that can execute at a higher level without external support.
A strategic sourcing process is not a compliance exercise. Done right, it is the mechanism by which an organization converts analytical rigor into commercial results, repeatedly and at scale. Micah developed and implemented a seven-step strategic sourcing methodology at PG&E that covered everything from spend segmentation and category strategy through RFP design, supplier evaluation, negotiation, and contract execution. The process was built to be owned by the internal team — not dependent on a consulting firm to execute — and was designed to produce consistent, auditable results under regulatory scrutiny.
At some scale, improving individual categories or renegotiating individual contracts is not enough. The organization needs a different operating model. Micah has worked as a senior advisor and embedded analyst inside procurement functions undertaking that kind of transformation — developing the analytical infrastructure, redesigning processes, building capability in internal teams, and tracking and reporting outcomes against goals. This work combines strategic clarity about where to play with operational discipline about how to execute, and it produces the kind of sustained results that show up in the next year's budget, not just in a project close-out report.
Strategic renegotiation of vegetation management contracts at PG&E's largest spend category. Developed the negotiation strategy, evaluation framework, and competitive pressure tactics that produced over $100M in documented savings — against a goal of $95M — in a single six-week engagement.
Developed the full negotiation strategy and evaluation structure for a major renewable energy transmission project. Managed the RFP for owner's engineering services and assisted in technical and commercial negotiations, identifying $71M in savings on a high-voltage line serving 4,500MW of renewable generation.
Evaluated spend across 33 procurement categories for a large western utility with no structured view of $4.3B in addressable spend. Applied a multi-factor savings potential and ease-of-implementation framework to prioritize a phased strategic sourcing initiative and identify $165M in savings opportunities.
Led the development of a ten-year capital demand plan covering $14.5B in transmission and substation investment for a major North American utility. Integrated capital program forecasts, workforce availability modeling, and supplier capacity analysis to support long-range procurement and organizational planning.