Senior Manager, Procurement Center of Excellence

At Revlon, we create beauty innovations for everyone that inspire confidence and ignite joy every day.

Breaking beauty boundaries is in our company’s DNA. Since its game-changing launch of the first opaque nail enamel in 1932 (and later, the first long-wear foundation), Revlon has provided consumers with high-quality product innovation, performance, and sophisticated glamour. Elizabeth Arden made waves as a woman-led beauty company in the 1920s. In 1931, Almay became the original hypoallergenic, fragrance-free beauty brand.

Today, Revlon resiliently continues its legacy as a leading global beauty company. Our diverse portfolio—which consists of some of the world’s most iconic brands and product offerings in color cosmetics, skincare, hair color & care, personal care, and fragrances—is sold around the world through prestige, professional, mass, and direct-to-consumer retail channels. These brands include Revlon, Revlon Professional, Elizabeth Arden, Almay, American Crew, CND, Cutex, Mitchum, Sinful Colors, Creme of Nature, Christina Aguilera, John Varvatos, Juicy Couture, Ed Hardy and more.

We honor our heritage, embrace change, and applaud diversity. We champion our employees and celebrate our consumers.

We are Revlon, together, transforming beauty.

This role is a Hybrid Role: Employees are expected to work from our Kenilworth, NJ office 3 days per week and may work remotely the remaining days

Position Overview

The Senior Manager, Procurement Center of Excellence is a strategic leader responsible for shaping the standards, capabilities, and governance models that strengthen the overall performance of Revlon’s global Procurement function. This role focuses on designing and embedding best in class practices that support consistency, transparency, and alignment with enterprise priorities.

As a leader within the Center of Excellence, this role co-develops global procurement policies, strategic frameworks, sourcing methodologies, capability building programs, and performance measurement models that guide the work of category teams and business partners. The Senior Manager advances the digital and analytical maturity of the function by promoting modern tools, high quality data, and actionable insights that support informed decision making and long-term value creation.

This role collaborates with senior leaders across the organization to ensure procurement practices support business goals, improve strategic planning, and reinforce governance expectations. Through thought leadership, benchmarking, and continuous improvement initiatives, the Senior Manager, COE elevates the effectiveness of Procurement and helps position the function as a trusted advisor and strategic partner to the business.

Key Responsibilities Strategic Leadership and Governance

• Partner with Procurement leadership to design, maintain, and strengthen global Procurement policies, standards, and templates that support consistency, compliance, and strategic alignment across the enterprise.
• Establish governance frameworks that guide supplier onboarding, supplier performance management, risk evaluation, and decision rights across all business units.
• Develop communication materials and reporting that clearly articulate Procurement’s value contribution to the Executive Team, brands, and all functional leaders.
• Lead organizational change management and stakeholder engagement efforts that reinforce adoption of Center of Excellence practices and elevate Procurement maturity.

Process Excellence and Digital Enablement

• Advance the Procurement digital ecosystem by promoting the effective use of analytics tools, sourcing platforms, contract management platforms, and supplier management systems to increase visibility and decision quality.
• Develop dashboards and reporting solutions that measure compliance, performance, and value delivery across all spend categories.
• Oversee enterprise-level spend visibility and partner with Category Leads, Finance, and business stakeholders to ensure strong data quality and accuracy.
• Guide Category Leads in the application of advanced planning practices that integrate market dynamics, supplier intelligence, cost modeling, demand management, and value engineering.
• Promote best in class sourcing methodologies and tools to support Category Leads in delivering total cost value, supply assurance, and improved business outcomes.
• Drive continuous improvement initiatives to streamline processes, strengthen governance, and increase the scalability and efficiency of Procurement practices.
• Enhance reporting automation to improve transparency and track compliance and functional outcomes for leadership.

Risk Management and Compliance

• Establish clear supplier risk thresholds based on spend, category, geography, and business criticality.
• Integrate leading third-party risk platforms and assessment tools into supplier onboarding and ongoing supplier monitoring.
• Define risk mitigation practices that enable early identification of supply issues and improved long-term resilience.
• Manage strategic partnerships with external intelligence and risk service providers to strengthen Procurement capabilities.

Performance Measurement and Insights

• Develop and manage Procurement performance frameworks, including KPIs that measure effectiveness, compliance, and business value.
• Deliver executive level reporting highlights cost optimization, risk management results, supplier performance, and value creation.
• Evaluate external market intelligence and best practices that support category strategy development and strengthen Procurement’s competitive position.
• Use benchmarking and external insights to identify opportunities to challenge the current state and elevate performance across the organization.

Cross Functional Collaboration

• Partner with Finance, Legal, Compliance, Supply Chain, IT, and Category Management to ensure alignment of priorities, standards, and governance requirements.
• Engage and influence key stakeholders to support change adoption, consistent ways of working, and increased visibility of Procurement initiatives.
• Support enterprise projects, including new product development, value engineering, and make versus buy assessments, through strong methodology guidance and insights.

Capability Building

• Lead the development and delivery of training on Procurement systems, policies, methodologies, and best practices.
• Document, standardize, and share knowledge across teams to build organizational capabil