Chief Negotiating Officer? Chief Business Intelligence Officer? Chief Get S**t Done Officer? As a CPO’s role continues to move from tactical to strategic, it is becoming more imperative that the function is more clearly defined by the CEO or CFO and the enterprise at large. One way to do this is to insert yourself into the conversation and ensure that there is alignment of the enterprise’s cultural appetite and the collective capabilities you need to bring to deliver sustainable value. Judging the “maturity” of the enterprise is often more important than applying a traditional Maturity Model to building one’s procurement organization. This panel will take a deep dive into ways of changing the value of procurement and the approach to gain broader recognition of that value- and even if ‘Procurement’ is still the right word for the role.