Elena Cagnacci
Business Unit Indirect Procurement
In the complex, fast-paced world of industrial purchasing, the ability to lead with vision, passion, and expertise makes all the difference. In this interview, our Head of the Indirect Purchasing Business Unit shares her professional journey, the challenges she has faced as a woman in a traditionally male-dominated industry, and her vision for the evolution of procurement, from digital innovation to skills development. It's a story of true leadership and continuous growth, and an invitation to reflect on the value of the buyer's role now and in the future.
What challenges have you faced as a woman in leadership positions during your career, and what qualities do you think have been instrumental in overcoming them?
My career began in 1996 as a buyer at GE Oil & Gas, now Baker Hughes, a leading provider of technology and services to the oil and gas industry. In that period, I had the opportunity to hold various strategic positions in procurement, from managing direct and indirect purchases to planning and coordinating activities. In 2008, I joined Leonardo, then Finmeccanica, as Head of Indirect Purchasing for Alenia Aeronautica, which later became Alenia Aermacchi. Since 2013, my career has continued at LGS (formerly FGS), where I am now proud to hold the position of Head of the Indirect Purchasing Business Unit.
I have faced two major challenges. The first was not having a university degree. For personal and family reasons, my education ended with a high school diploma, but that did not prevent me from building a solid career, thanks to continuous training, curiosity, and a strong determination to learn and constantly improve myself. The second challenge was being a woman in male-dominated work environments, like the metalworking industry, especially in the early years. In those environments, women in positions of responsibility were often perceived as less suitable, less qualified, or in any case compromised by family responsibilities, and therefore less valuable than their male colleagues.
Overcoming these obstacles has required determination, perseverance, and, above all, a very practical approach to my work. I firmly believe that leadership effectiveness is measured by results. I have always placed great importance on clearly defining objectives, building shared plans of action, and constantly monitoring results. Through this data-driven, performance-driven approach I have been able to demonstrate my professional value and earn trust and credibility, regardless of gender or educational background.
What values and guiding principles do you apply in the day-to-day management of your team?
In my role, I strive every day to create an environment where people can work with transparency, respect, and a sense of responsibility. I believe that integrity is the foundation of every professional relationship: without it, all other skills are meaningless. Communicating clearly and directly is equally important, especially in a complex field like procurement, where objectives must be thoroughly understood by every member of the team in order to be achieved effectively. I also believe that the ability to listen, to understand the needs and potential of each individual, and to offer personalised growth paths is fundamental. Finally, I believe in the value of continuous learning. The world of procurement is constantly evolving, driven by digital transformation and changes in the markets. For this reason, learning is not an option but a necessity in order to avoid the risk of falling behind in an increasingly demanding and interconnected sector.
A team really grows when people are given the opportunity to understand, contribute, and learn.
How is innovation transforming the world of procurement, and how is your team adapting to the new trends?
Innovation is profoundly changing the way we work. The automation of processes that were once manual and repetitive now allows us to save valuable time, which can be reinvested in activities with greater added value. However, it is essential that we accompany this change with a cultural evolution. People need to understand that it is not simply a matter of “doing the same things in less time,” but of rethinking their role, taking a more analytical, strategic, business-oriented approach. That is why I am working with my team to develop specific training programs that will develop the skills needed to effectively navigate the challenges of the future. Digital transformation is an extraordinary opportunity, but only if we are ready to grasp it with the right tools and a new vision of our role.
What skills do you consider essential for tomorrow's procurement professionals, and how do you encourage the development of these skills within your team?
Today's procurement professionals can no longer limit themselves to knowing the procedures. They must also have a solid technical grounding that enables them to understand the product or service being purchased, even if they are not specialists in that field. They must be able to navigate a global market, have a good command of English as a working language, and be able to interact with international counterparts, often in very different cultural environments. But that's not all. It is essential to develop strong leadership skills and cross-functional management capabilities, because the modern buyer is a liaison between various different functions who must follow complex decision-making processes, in which timeliness and quality of results are fundamental. In my team, I promote the development of these skills through continuous training, as well as through operational discussions. We analyse the most significant cases together, reflecting on what worked and what can be improved. The lessons learned are a valuable tool because they transform everyday experience into structured and shared expertise.
In my opinion, the buyer's value increases in line with the growth of their ability to influence, decide, and make an impact.
Is there a message you would like to share?
I firmly believe that you should never stop believing in yourself. Every career path is paved with obstacles, moments of uncertainty, and unforeseen challenges, but these are the very things that can drive your growth. Mistakes should not be seen as failures, but as opportunities to learn and improve. Determination and passion for what you do are, in my opinion, the perfect combination for building a robust, authentic, forward-looking career. Step by step, with consistency and courage, it is possible to achieve major goals and make a real contribution to the success of the organisation.