VERTICE
“ We’ ll see a big shift in that with the metrics of P2P being measured more against its impact on income statements”
Johan Mills VP Product Strategy Vertice
Addressing the friction in P2P While procurement, finance and accounts payable teams may use P2P platforms every day, other employees interact with them far less frequently. Johan believes these differences in experience need to be considered when designing the process.
“ So we design for multiple user profiles. So we’ re designing for the core users today, which are finance, procurement and AP teams, people that live and breathe these solutions every day.”
He says infrequent users and suppliers are also important, despite often being overlooked in traditional systems. A marketing employee might raise a request once a quarter, while someone in sales may use the platform just once a year. These users can make errors that create problems further downstream.
Johan describes one US financial services organisation where incorrect general ledger codes and cost centre selections were affecting financial reporting. The challenge, he says, is that these mistakes can be difficult to catch early in the process.
Suppliers face their own difficulties. They need to submit banking details, compliance documentation and invoices, yet onboarding can be complicated and place additional demands on internal teams.
“ Suppliers are a very key part in the procure-to-pay process,” Johan says.“ And quite often their experience is very much overlooked.”
He adds that suppliers can encounter difficulties onboarding with traditional P2P providers, with some even having to pay to access the process. Vertice is looking to simplify that experience, while reducing the amount of time procurement and accounts payable teams spend helping suppliers through it.
“ I think there’ s a big component of P2P that’ s often overlooked, which is how much effort procurement and AP teams have to spend handholding suppliers through their onboarding process with P2P.”
Connecting commercial agreements to payment Johan sees another opportunity in connecting the commercial decisions made during procurement with the invoices that arrive later. In many organisations, contracts, negotiation correspondence and invoices sit across separate systems, leaving finance teams to piece together the information needed to verify a payment.
“ Because we’ ve got intake-to-procure as well as procure-to-pay, we’ re able to give this 360-degree view of a supplier that most traditional procure-to-pay platforms struggle with.”
20 November 2026