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EBIT Intelligent Procurement, ditched their 50% gain-share model after departments started fighting over fee ownership instead of collaborating on outcomes. CEO Joanne McCourt explains the structural problem: when departments pay procurement fees from their budgets, they resent the percentage taken from savings they feel they could have captured themselves. Fixed-fee managed services eliminate this friction and let procurement focus on supplier relationship management and risk mitigation that don't show up as traditional savings. Joanne breaks down their virtual procurement model that lets companies buy flexible category coverage instead of building full-time teams across fragmented indirect spend. She also touches on why MRO centralization faces emotional resistance in manufacturing sites, how courier performance and payment processing failures impact revenue (not just costs), and why category expertise beats data when stakeholder relationships determine success. Chapters: 00:00 Introduction 01:56 EBIT's history and Fourcentric Group acquisition 02:14 Joanne's career path: finance to CEO 03:21 Getting uncomfortable and mentoring others 06:44 EBIT's go-to-market strategy and targeting the C suite 09:05 Changing attitudes: procurement as value creation vs. cost center 10:08 Why EBIT moved away from gain-share to fixed-fee model 13:11 Supplier relationship management and revenue protection 15:41 Measuring procurement success beyond financial outcomes 17:11 Toughest categories: MRO and facilities 19:01 How technology has impacted EBIT's business 21:39 Category expertise vs. data and AI 23:51 Talent: finding procurement professionals 25:10 EBIT's growth plans and strategic partnerships 25:48 Virtual procurement model explained 27:18 Partnership with LogicSource 30:40 Mentoring young women and Joanne's personal journey