Ian Parry in

Ian Parry

Energizer · DISC type I
Head Of Procurement at Thales
📍 Greater Stoke-on-Trent Area, United Kingdom

Professional overview including current role context, leadership scope, domain focus, and career trajectory to help you understand background relevance before outreach.

Key behavioral and communication insights including interaction style, decision-making tendencies, and motivation drivers to tailor messaging and personalize conversations.

Business priorities, areas of interest, and practical outreach recommendations that can improve conversion quality for this professional.

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Experience
37 Years
Current Role
Head Of Procurement
Job Level
Mid-senior
Location
Greater Stoke-on-Trent Area, United Kingdom
Personality Overview

How Ian shows up

Enthusiastic
Relationship Oriented
Big Picture Person

They are naturally enthusiastic, so take their promise with a pinch of salt. They excel at seeing the bigger picture, and the long-term impact of their decisions. They are people oriented, friendly and like creating new connections.

Priorities

Topics Ian cares about

Strategic Priorities
Topic insights and context to help personalize outreach and discovery conversations.
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Career

Work history

8-2021
Head Of Procurement
Thales
10-2018 - 7-2021
Head Of Procurement
Babcock International Group
2014 - 10-2018
Head of Strategic Procurement - Nuclear
Rolls-Royce
2013 - 2014
Regional Purchasing Manager
Rolls-Royce
2005 - 2013
Project Procurement Engineer / Category Leader / Global Commodity Leader
Rolls-Royce
In the press

Media appearances

Media appearances and press coverage highlighting public visibility and thought leadership.
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Education
2011 - 2013
Master of Science (MSc)
University of South Wales
MCIPS
RRC London
Social presence
in
Behavioral profile

DISC profile (public)

I

Influence (I)

Influence (I) reflects the degree to which a person prefers to work by influencing or persuading others. Those scoring high tend to be people oriented, motivated by social recognition and building relationships.

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