Procurement LIVE: Opella fixes broken processes with AI. September 09, 2026 Lyvio Frimat, Vice President and Global Head of Procurement COE at Opella, warns against "marketing AI" without fixing core operational models first Procurement leaders are navigating a period of unprecedented digital disruption, but true progress requires addressing a fundamental mindset shift. "Senior leaders fear AI," declared Lyvio Frimat, Vice President and Global Head of Procurement Centre of Excellence (COE), Strategy & Transformation at pharmaceutical company Opella, during a session at Procurement LIVE: The London Summit, a BizClik event, today. "Most of the time when we do implement AI, it's not because we wanted to do it, it's because at some point it was a top-down decision." For Lyvio, this anxiety stems from a form of FOMO - not just the fear of missing out, but the fear of being missed out. Recognising this anxiety is the first step toward building operating models designed not for current executive tenures, but for the next generation of digital-native talent. Earning a seat at the table. In many organisations, procurement continues to fight for executive visibility, but Lyvio believes that effort is misplaced. "Procurement is indeed becoming strategic, but we don't own a seat at the table," he said. "We become strategic by the time when people are around the table, they start a conversation and then stop and say, 'Hey, where's the procurement guy?'". Achieving that level of influence requires moving past surface-level technology adoption - what Lyvio provocatively calls "marketing AI". Most of the time, Technology Magazine is putting a pot of flour on top of a very bad smell - Technology Magazine think it's going to work, but most of the time it fails. Technology Magazine will never be able to fix processes by putting tools in to replace them. Lyvio Frimat, Vice President and Global Head of Procurement Centre of Excellence (COE), Strategy & Transformation at Opella Getting your hands dirty. Deploying digital tools over broken processes yields predictable failures. "Most of the time, we are putting a pot of flour on top of a very bad smell - we think it's going to work, but most of the time it fails," Lyvio explained. "We will never be able to fix processes by putting tools in to replace them." Instead, procurement teams must build deep technical literacy to understand how systems function and what operational shifts are required to support them. "The hard way is sometimes to have your hands in the dirt, understanding the technology," he noted. To drive this transformation effectively, Opella structures its strategy around rigid operational foundations where governance comes first, backed by human intelligence alongside AI rather than the reverse. Under this framework, the entire procure tech landscape is directly owned by the COE team to ensure that every technology choice tightly aligns with the overarching architecture. By keeping humans firmly in control, automated agents manage standard operating procedures while human experts handle complex exceptions and focus on high-value decision-making. By fixing core operating models first, procurement moves beyond basic cost savings to unlock total value contribution - surfacing risk mitigation, supplier innovation and long-term capability building. Building the agentic procurement COE. Moving from theoretical strategy to practical execution requires redefining the relationship between enterprise technology and human expertise. At Opella, the Center of Excellence (COE) enforces strict process standards before layering software over operational workflows. Rather than treating AI as an end-to-end replacement for human judgment, the organisation uses digital agents to process standard operating procedures, data verification and routine compliance checks. This structural hierarchy ensures that human experts retain full visibility over edge cases and strategic vendor negotiations. By elevating procurement teams from transactional oversight to governance leads, organisations eliminate executive friction and establish sustainable, audit-ready operating models suited for the next generation of digital-native leaders. Key Opella brands. * Allegra: A leading non-drowsy antihistamine brand used globally to treat seasonal allergy and fever symptoms. * Buscopan: An antispasmodic medication widely used to relieve abdominal pain, cramping, and IBS symptoms. * Doliprane: A household paracetamol brand in France, used for pain relief and fever management. * Dulcolax: A widely recognized over-the-counter brand providing targeted constipation relief solutions. * Mucosolvan: A popular respiratory health brand offering cough relief and mucus-clearing treatments. Company Portals

Karan Bhatia joins Asahi Group as director-agps. Karan Bhatia has transitioned from Sanofi and Opella to join Asahi Group as Director-AGPS. Announcing the move on LinkedIn, he reflected on closing a nine-year chapter with the two organisations, expressing gratitude for the experiences and opportunities gained during his tenure. Karan Bhatia has embarked on a new professional journey, joining Asahi Group as Director-AGPS after nearly a decade with Sanofi and its subsidiary Opella. The development was shared by Bhatia in a LinkedIn update, where he confirmed his departure from the pharmaceutical giant and expressed appreciation for the formative years he spent across the two organisations. "Last week, I closed a professional chapter of nine years with Sanofi & Opella. I'm grateful for my time in these two world-class organisations," he wrote, signalling both the end of a significant tenure and the beginning of a fresh chapter with Asahi Group. Bhatia's move marks a notable shift from the healthcare and pharmaceutical sector to the global beverage industry, underscoring the breadth of his professional expertise and adaptability. Sanofi, a multinational pharmaceutical company headquartered in Paris, and Opella, its consumer healthcare arm, provided him with a platform to contribute to diverse markets and complex business environments. His nine-year association with the two companies reflects a period of sustained growth and leadership, during which he played a role in advancing business strategies and operational excellence. The transition to Asahi Group, a leading Japanese beverage and food company with a strong international footprint, positions Bhatia within a dynamic sector known for innovation and global consumer engagement. As Director-AGPS, he is expected to bring his extensive experience in corporate leadership, strategic planning and cross-sectoral collaboration to strengthen Asahi's global operations. Industry observers note that such cross-sectoral moves are increasingly common among senior executives, reflecting the convergence of skills required across industries. Bhatia's background in healthcare and pharmaceuticals equips him with a unique perspective on consumer needs, regulatory frameworks and international business practices, which are highly relevant to the fast-evolving beverage industry. His announcement has drawn attention within professional circles, with peers and colleagues acknowledging his contributions to Sanofi and Opella while extending best wishes for his new role. The move also highlights the growing trend of leaders leveraging their expertise across diverse industries to drive transformation and growth. For Asahi Group, the appointment underscores its commitment to strengthening leadership capabilities and enhancing its global strategy. For Bhatia, it represents both continuity and change: continuity in his pursuit of impactful leadership, and change in embracing new challenges within a different sector. Discover more from creative brands mag. Brand Management Discover more advertising Business Operations Missing Persons & Abductions July 30, 2026 Discover more Shopping Portals