The First 90 Days: How to Take Over a Purchasing Organization and Win

What does it really take to walk into a new purchasing leadership role and make it work?Not the strategy deck. Not the org chart. The real work: the people, the data, the relationships, and the hard lessons learned along the way.In this episode, Jan Griffiths and co-host Tom Roberts sit down with Marty Rathsburg, newly appointed Head of Purchasing at the Gemini Group, a tier one and tier two automotive supplier with 17 locations across North America. Marty brings decades of experience in operations, purchasing, quality, and private equity. But this episode isn't about what he's done before. It's about what he's doing right now and what he's learning in real time.One of the challenges Marty ran into? The ERP. Gemini operates on a single ERP platform across all 17 locations, which sounds like an advantage until you realize every plant has customized it differently. Job shops, serial production, different commodity codes, and different supplier codes for the same vendor. The data is there. Getting it to mean something is another challenge entirely. It's a problem that plays out across the industry every day, and it's exactly the kind of execution gap that the right technology and the right systems of action are designed to close.This is Episode 1 of a two-part journey. We're bringing Marty back in six months to find out how it actually went.Themes Discussed in This EpisodeWhy do people come before strategy in any new leadership roleThe myth of "one ERP" and why it doesn't solve your data problemHow to prioritize suppliers when everything feels urgentStakeholder alignment: building credibility without the egoWhat vulnerability looks like in a purchasing leadership roleThe courage to call out your own misstepsFeatured GuestName: Marty RathsburgTitle: Head of Purchasing, Gemini GroupAbout: Marty is a transformation-focused operations and procurement leader known for bringing clarity to complex challenges. With 20+ years' experience improving performance and developing high‑impact teams, he’s delivered consistent growth by aligning people, simplifying systems, and driving action. Marty is recognized for his hands-on leadership style, building relationships at every level, and creating cultures where teams move fast and win together. Whether integrating acquisitions or strengthening supply resilience, He brings a grounded, people-first approach to automotive and industrial supply chains.Connect: LinkedInAbout Your HostsJan GriffithsJan is the host and producer of the Auto Supply Chain Champions Podcast and The Automotive Leaders Podcast. A former automotive manufacturing and supply chain executive, Jan is recognized as a Champion for Culture Change in the automotive industry. She brings direct, grounded conversations to leaders navigating execution, disruption, and transformation across the global automotive ecosystem.Tom Roberts (Co-host)Tom is Co-host of the Auto Supply Chain Champions Podcast and Vice President of Strategic Industry Development at QAD. He works closely with automotive and industrial manufacturers to close the gap between insight and execution, helping leaders move from visibility to systems of action that drive real operational outcomes.Mentioned in the Episode:Tony Trecapelli, CEO of Gemini Group, on the Automotive Leaders PodcastEpisode Highlights[00:01:22] The Real Challenge of a New Role: Jan sets the stage: stepping into a purchasing and supply chain role is not about strategy on paper. The real challenge is deciding what to focus on first amid complexity.[00:02:47] Why Marty Chose Gemini Group: Marty shares what drew him to Gemini, rooted in firsthand experience working with them as a supplier and seeing their culture in action.[00:04:59] Start with People, Not Process: Marty’s first move: sit down with every buyer, listen, take notes, and understand the human dynamics before making any changes.[00:07:01] One ERP, Many Realities: Despite having a single ERP across the organization, inconsistencies and plant-level differences require deep validation and gut-checking of data.[00:09:11] The Danger of Silo Optimization: Jan calls out a common industry issue: optimizing at the plant level at the expense of enterprise-wide visibility. The mindset must shift to the full ecosystem.[00:12:59] Prioritizing Suppliers Beyond Spend: Marty explains how prioritization goes beyond spend, factoring in risk, single sourcing, and future growth. A four-hour car ride with a plant manager becomes a strategic turning point.[00:14:51] Building Stakeholder Alignment Through Action: Alignment is not achieved in meetings. It is built through listening, collaboration, and solving problems together. Walking in with all the answers is the fastest way to lose trust.[00:18:17] Three Principles for New Leaders: Marty’s advice: build relationships first, be relentless about understanding the data, and stay focused on outcomes while adapting the path to get there.Top Quotes[00:07:01] Marty Rathsburg: “You ...