Situation & break.
Indirect procurement across CAPEX, OPEX, facility, maintenance, services and spare parts - under integration pressure from the Novartis transaction, with quick-win and long-term cost-reduction projects running in parallel.
Evidence architecture
Evidence you can read before you buy.
Every public claim is tied to scope, evidence status and a stated boundary. The purpose is not to impress. It is to help an executive judge what the evidence supports.
Evidence signals by class
Documented signals, not one blended value claim.
Implemented outcomes, modeled value potential and effort or control signals are shown as separate evidence types. They are not added into one headline number and must not be read as realized savings.
Evidence boundary
The public components are selected examples, not a full financial reconciliation. Baselines, periods, source systems and validating roles are not public for every component. No signal on this page is a guarantee, client endorsement, revenue claim or externally audited result.
Class AClass BClass CClass D
Class A - validated reference case
GSK Vaccines Belgium, 2015. Closed EUR 1.5M below approved budget.
Intervention & outcome.
Senior consulting assignment across the project portfolio, including an interim mandate as Global Sourcing Category Manager for secondary process equipment and the deployment of a standardized problem-solving and business-case tool. The portfolio closed EUR 1.5M below approved budget; this is stated as a budget-performance outcome, not automatically as realized savings.
Validation & boundary.
Evaluated in writing by the client’s Director Indirect Procurement; publicly recommended on LinkedIn by named validator roles, including Ludivine Bellot and the Senior Manager Visual Inspection and Leak Testing; recognized with an award for best procurement consultancy performance on assignment. Boundary: a 2015 assignment - client-evaluated, not externally audited, and no current client relationship implied.
Named public recommendation artifacts
Personal recommendations that support the enterprise proof trail.
These are named LinkedIn recommendation artifacts, published as personal professional recommendations. They support credibility around the work; they are not presented as current client endorsements or corporate endorsements by GSK, Elanco, SAP, Bayer or Toyota.
Ludivine Bellot.
Global Leader | Strategy & Operations, Business Transformation | MSc. in Engineering, MBA. Public LinkedIn recommendation dated 3 January 2016, connected to a challenging real-estate project where Dario acted as lead procurement partner.
- Source snippet: “very tough timing and costs targets”.
- Source snippet: “simplifying drastically the decision-making process”.
Jose Manuel Fernandez Vidal.
Head of Operations, Iberia at Elanco. Public LinkedIn recommendation dated 13 February 2023, connected to the Bayer integration and the implementation of new systems and processes in a challenging environment.
- Source snippet: “managed with excellence”.
- Source snippet: “big contributor to this success”.
Scott Engelking.
Executive in Finance, Global Business Services, M&A, Automation and Process Improvement. Public LinkedIn recommendation dated 9 February 2023, focused on large process problems, root causes and solutions that work across organizational boundaries.
- Source snippet: “solve large process problems”.
- Source snippet: “root causes” and “solutions in place”.
Sameer Merchant and Sandeep Dattaraju.
Public LinkedIn recommendation artifact connected to services provided to Elanco, the Elanco Animal Health implementation carved out from Bayer, SAP solution architecture and global procurement work across 35+ countries.
- Sameer source snippet: “transforming the Procurement and P2P processes”.
- Sandeep source snippet: “carve out from Bayer” and “35+ countries”.
Thomas Weinhardt and Jens Hinninger.
SAP Finance & Spend Management ecosystem recommendation artifact. Thomas Weinhardt is shown as VP of Alliances, SAP Finance & Spend Management, Middle & Eastern Europe; Jens Hinninger is shown in SAP partner license and implementation sales.
- Thomas source snippet: “strategic approach” and “mutually beneficial deals”.
- Jens source snippet: “true expert on procurement tools and processes”.
Georgios Maltezos and Michael Wynn.
Public LinkedIn recommendation artifact dated March 2015, connected to Dario’s work as a main purchasing contact at Toyota Europe and to supplier/customer relationship quality.
- Georgios source snippet: “main Purchasing contact at Toyota Europe”.
- Michael source snippet: “building relationships in a quick time”.
S-MAX China Version Launch Award.
Certificate artifact awarded to Dario Kulic in honour of contribution to the successful launch of the Ford CD340 S-MAX China Version, signed by Ford Asia-Pacific & Africa leadership roles.
- Proof type: award/certificate artifact.
- Boundary: contribution recognition, not a quantified financial outcome.
Marketing 2.0 Conference, Dubai.
Two public LinkedIn recommendation artifacts connected to Dario’s keynote presence at Marketing 2.0 Conference in Dubai, supporting his public speaking and thought-leadership footprint.
- Yash source snippet: “captivating speaking style” and “deep expertise”.
- Cranston source snippet: “standout speaker and thought leader”.
What the artifacts prove.
They prove named people publicly recommended Dario’s professional work and describe observed contribution, execution behavior, procurement role and collaboration quality. They do not prove audited financial performance, legal endorsement by the named companies, or any current commercial relationship.
Public evidence legend
Four classes. One rule: classify only what the evidence supports.
Class is stated in text and never communicated by color alone.
Realized & validated
Financial or operational value was realized and confirmed by a traceable validation role.
Boundary: no public Wave 23A mini-case is assigned Class A without that validation evidence.Implemented outcome
A change was implemented and its effect was internally confirmed, but not externally audited.
Boundary: the result is context-specific and does not establish a universal benchmark.Modeled value potential
A business case or scenario estimates potential value from stated internal logic.
Boundary: modeled potential may not have been realized.Effort / control signal
Time, workload, process or control evidence shows an execution pressure point.
Boundary: effort does not become cash value without an explicit translation.Decision-grade cases & patterns
One flagship evidence case. Two system patterns for context.
The flagship card carries an evidence class. The two supporting patterns explain the decision architecture only; they make no quantified outcome claim.
AICTIONBOT™ / P2P automation
- Situation
- Non-value-added manual work and fragmented P2P execution needed a business-readable automation case.
- Execution break
- Ownership, controls and exception logic were not clear enough to turn workload into governed automation.
- KULIC role
- Translated process friction, workload and system potential into business-case and execution-architecture logic.
- Move
- Connect the automation case to process design, ownership, governance and control points.
- Outcome
- Approx. $4M modeled value potential; a supporting Class D signal identified 24+ years of annual manual effort for possible removal.
Validation status and evidence boundary
Validation status: internal business-case logic documented in the existing outcome story.
Evidence boundary: potential, not realized savings. The workload signal is not a cash outcome; assumptions, period and sensitivity are not public.
P2P automation
Read the operating logic behind recurring manual workload: process reality, ownership, controls, exception handling and the decision path required before automation can scale safely.
- Situation to system break
- Diagnosis to architecture move
- Leadership question before another automation wave
Boundary: system pattern and outcome logic; no quantified result is claimed on this page.
Read the P2P automation patternProcurement restructuring
Read why changing boxes on an organization chart is insufficient when ownership, decision rights, interfaces and operating rhythm still do not work as one system.
- Structure versus executable ownership
- Governance and role-boundary diagnosis
- Leadership question before redesign
Boundary: system pattern and outcome logic; no quantified result is claimed on this page.
Read the restructuring patternEvidence ladder
Source, class, boundary, decision.
- Start with the existing public or anonymized source statement.
- Assign the strongest class the evidence supports.
- State missing validation and interpretation limits.
- Use the evidence only for the decision it can support.
What this page does not claim
- No Class A case without a traceable validation role.
- No external audit where none is public.
- No universal benchmark or guaranteed transferability.
- 23 public recommendations are professional-profile context, not outcome validation.
- 20+ years describes experience context, not proof of a specific result.
Executive Working Samples
Read the system before you buy the route.
Three public PDFs make the working logic tangible. Each document is presented with a neutral description and a direct download.
Signature Client Pack
A concise buyer-facing view of where execution breaks, what the paid routes do and how proof is bounded.
Download Signature Client Pack PDFSystem over Ego Signature Keynote
A practical narrative connecting architecture, ownership, technology and execution.
Download System over Ego Keynote PDFS2P Process Taxonomy Booklet
An illustrative S2P operating model with L1-L6 hierarchy, roles, governance and a 12-month path.
Download S2P Process Taxonomy PDFNext step
Test whether one of these execution breaks exists in your system.
Start with a bounded diagnosis before assuming the result will transfer.
Delivery scale & reach
The market assumption vs. the record.
Boutique advisories are assumed to lose where scale begins: global rollouts, large PMOs, multi-country sourcing, system implementation. The documented record says otherwise - each point below names its environment and its boundary. Across these environments: approx. USD 180M in cost reductions realized across corporate roles - a career aggregate from employer contexts, reported, not certified - plus approx. EUR 20M in sales turnover from an own product development, pitched competitively to key accounts.
Global rollouts.
- P2P, AP and procurement transformation for 4,000+ employees across 40+ countries (Elanco).
- A global power-user concept - 130 power users, 35 captains, 35 countries - designed, trained and rolled out in three months.
- Stabilization lead for the carved-out Bayer Animal Health business.
Large PMOs and parallel workstreams.
- Procurement PMO for a corporate integration project.
- AP stabilization program: 300+ mini projects and 40-50 complex projects delivered inside 12 months.
- Leadership of ~50 business-process service staff without disciplinary authority.
Multi-country sourcing at corporate scale.
Toyota Motor Europe (2012-2015):
- Coordination of European sourcing with Japanese and rest-of-world purchasing.
- EUR 90M in savings generated by paying D&D costs in one shot versus piece-price.
- Awarded for process value-added analysis; investigation champion in a wire-harness price-cartel case.
Global category leadership, seven countries.
SGS Maine Pointe (2024-2025):
- Global Category Manager IT & Telco for SGS Germany, BENE, France, Spain, the US, Canada and the UK.
- Procurement implementation lead for cost-reduction projects across all direct commodities and indirect categories for SGS Germany and BENE.
S2P architecture at group scale.
Merck Group, Darmstadt (2025-2026), Senior Advisor Procurement:
- Architect of the end-to-end Source-to-Pay process across the whole Merck group.
- Governance architecture for the E2E process; blueprint for the GPO S2P role archetype for Group Procurement.
- The most recent mandate in this record - the same discipline this site productizes.
Restructuring against the clock.
Euroclear (2016):
- Restructuring of a global procurement department in four months.
- Structural change on a quarter’s clock - not a multi-year program’s.
System selection and implementation.
- Go-live of a carved-out business on a standalone cloud system with hypercare leadership.
- Near hyper-automation of invoice processing without additional software inside 12 months.
- 12 P2P SoX controls developed and implemented; data domain owner for SAP purchase contracts.
Service operations, run daily.
- Build-up and training of a pioneer end-to-end P2P and procurement expert team in a new solution center.
- Daily business-user support by phone, Teams and email without ticketing - through hypercare and beyond.
The boundary.
These are employment and assignment records from named environments - publicly verifiable career facts, not certified references and not current client relationships. Where an RFP demands certifications or a global bench, KULIC competes through partnerships, not pretense.