Evolving contract management in a complex global landscape

Together they represent a strategic discipline; one that demands critical thinking, cross-functional fluency, and the ability to navigate global, regional, and cultural variations and prominent customer relationships based on technology leadership influences.

This was made abundantly clear in our recent interview with Sunaina Davet, a senior leader from Ericsson, now heading up Commercial Contract Management across Europe, the Middle East, and Africa (EMEA). In a wide-ranging conversation, Sunaina shared frontline insights on emerging trends, regional dynamics, and the growing demand for critical thinking and cross-functional integration.

A region of contrasts: bridging maturity gaps

Reflecting on more than three years overseeing the Middle East and Africa before taking on the wider EMEA role, Sunaina emphasized the regional diversity in contract management maturity.

While Europe boasts sophisticated procurement operations and deeply embedded contract governance – “Just look at some major telecommunications giants”- the story elsewhere is different. In the Middle East, for example, she recounted how a major negotiation took 18 months to finalize. “The contract had been drafted by an external law firm, but there was no connection to what was truly required.  Without competencies embedded in the customer’s environment, it failed to reflect the actual procurement needs or the nuances of the strategic technology partnerships. Through the process, the customer discovered what they truly needed — a learning journey that became part of the deal for both parties. This experience fostered a deeper understanding of the relationship’s strategic direction and the essential conditions required for it to thrive.”

Africa, by contrast, presents a different set of complexities. Though often driven by strict regulatory frameworks, local organizations tend to be more empowered. “They’re decisive, yet deeply cautious, committed to true technology leadership and customer satisfaction - especially in managing regulatory exposure while enabling connectivity across Africa through efficient, ROI-driven solutions.”

Competence over compliance

One of the standout messages from the conversation was a call to rethink what makes a contract manager valuable. It’s not just legal knowledge, contract terms and conditions or process adherence - it’s the ability to drive value.

“You cannot just focus on indemnities and liability clauses,” she said. “What matters is understanding the business case. How does this deal impact revenue? Where’s the commercial risk? And how do we negotiate with that in mind?”  

She argued that effective contract professionals must think holistically. That means engaging with pricing, sales, legal, and operations - and shaping contracts that serve financial, strategic, and relational goals.  But also building a strong foundation of relationships with the customers. “A negotiation should reflect our true financial and commercial priorities, as well as a balanced relationship - not just the fine print. A contract is part of the journey of a relationship, built on trust and equilibrium.”

This level of competence isn’t only about core knowledge and intelligence. It’s about critical thinking, cross-functional coordination, and the courage to ask difficult questions - especially when the easy answer is “just get the deal signed.”

Cultural nuances and power structures

Cultural dynamics deeply shape negotiation styles. In fast-evolving markets like in Gulf Countries, hierarchy and a reluctance to escalate decisions frequently slow the process. People are often hesitant to refer to senior management, especially if they’re new in leadership roles or transitioning markets where female leaders are entering the space for the first time.

Navigating this cultural complexity demands more than just technical expertise. It requires a nuanced understanding of – and sensitivity to - local behaviors and decision-making dynamics. Without it, delays and friction can arise. This is not from resistance, but from deeply embedded institutional norms that either haven't yet caught up with the pace of modern commercial expectations, or may be deeply rooted in different social values.

“It’s changing, but slowly,” she observed. “Five years from now, I think we’ll see a new generation of leaders who will make decisions with more confidence and agility.”

Meanwhile, in African markets, despite regulatory pressures, customers are more empowered and decisive – but no two deals are ever the same. “There is no one-size-fits-all. Context is everything.”

The AI advantage and the road ahead

A significant concern is the industry’s tendency to celebrate the contract signature as the finish line. “Too many organizations optimize for signature -not for delivery,” Sunaina cautioned. “You need post-sales contract management to extract value, track commitments, and avoid erosion of business case assumptions.”

But doing that at scale requires smarter tools. Enter AI and CLM platforms. “AI will be a game-changer. Not because it replaces us, but because it supports us,” she said. “It can answer questions quickly, scan for risks, analyze terms, and free us to do the strategic thinking that closes deals and unlocks opportunities.  AI will embed data-driven decision-making into organizations, enabling balanced decision-making that consider risk, financial factors, and relationships at the core.  It will help contract management functions evolve - thinking beyond traditional negotiations - by developing pre-built solutions informed by data points, insights, and algorithms that such a function can continuously refine.”

The future: cross-functional leaders, not just contract experts

Ultimately, her vision for the future is clear: contract managers must become cross-functional integrators. “We need to understand the business model, the pricing strategy, the operational challenges-and connect all of it to the contract. We’re not here to just protect the business; we’re here to shape it.”

That means less siloed thinking, stronger post-sales engagement, and a deeper investment in commercial education across legal, procurement, and sales teams alike. “There’s still work to do,” she admitted. “But we’re getting there and we’re not alone. The industry is waking up.”

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