LEADING WITH PURPOSE

A conversation on the landscape of K-12 procurement

As Chief Operating Officer for Chicago Public Schools, Charles Mayfield oversees one of the largest and most complex K–12 systems in the nation. With a background in procurement and a passion for people-centered leadership, Mayfield is helping redefine what operational excellence looks like in education. In this conversation, he shares insights on the evolving role of procurement, the integration of AI in school operations, and the culture of continuous improvement that drives his team forward.

How is selling now a part of procurement?

You definitely need both buying and selling skills to be effective. You’re constantly engaging with suppliers and departments to find the right fit for your organization. It’s a back-and-forth process of selling others on why a product or service benefits them while making sure it aligns with organizational needs. Procurement is all about building that ecosystem where everyone benefits.

“AI is only as good as the information you feed it. You still need people to verify, interpret, and make decisions.”

– Charles Mayfield, Chief Operating Officer for Chicago Public Schools

The K–12 landscape has changed so much in recent years. What are the biggest shifts and challenges you’re seeing?

Procurement in K–12 isn’t just a back-office function anymore, it’s a cornerstone of the organization. From buying curriculum and food to managing facilities and services, it’s all part of shaping the student experience.

At Chicago Public Schools, we support more than 514 district-run schools and 634 schools overall, serving over 320,000 students and families. The biggest challenge right now is technology—particularly AI. It’s not new anymore. Students use it every day, so our focus is on putting the right guardrails and training in place. We’re upskilling teachers, educating students on responsible use, and even piloting AI tools in procurement. My team is using AI to improve productivity—things like writing scopes of work and enhancing negotiations. It’s going to be a game-changer for how we work.

That’s a forward-thinking approach. How are you helping teachers and administrators

adapt to AI responsibly?

We’ve created a guidebook for the district that outlines how AI should be used by teachers, students, and administrators. It’s not an official policy yet, but it establishes clear expectations like not sharing sensitive information and always reviewing the AI’s output. AI is a tool, but the human element is still essential. It can assist, but it can’t replace judgment, context, or empathy.

You talk about the human element a lot. How do you balance technology and people in operations and procurement?

AI is only as good as the information you feed it. You still need people to verify, interpret, and make decisions. No one’s turning off AI tomorrow, so we need to grow with it and put the right parameters around its use. But ultimately, procurement and operations are people-driven. Relationships, communication, and leadership still matter most.

“When you lead with that mindset, you create open communication and people feel empowered to share ideas, and that’s when the best innovation happens.”

– Charles Mayfield, Chief Operating Officer for Chicago Public Schools

If you were speaking to the next generation of procurement professionals, what would your message be?

I love that question. Our veteran professionals are incredible at compliance, guidance, and support. The next generation—Gen X, Gen Z—brings curiosity. They ask the right questions: the “what ifs” and “whys.” They’re reimagining how procurement can evolve over the next five to ten years while still maintaining quality, service, and delivery standards. They’ll play a big part in shaping what comes next.

Communication seems to be a common theme for you. How do you help your team develop that skill?

I focus a lot on leadership and culture. My philosophy is continuous improvement—plan, do, check, adjust. I call it our “operational spirit,” built around four principles:

• Be diligent: Always do the right thing.
  • Be humble: You don’t know everything, and you’ll need support from others.
  • Be positive: Attitude is everything.
  • Be better: Constantly look for innovative ways to improve.

When you lead with that mindset, you create open communication and people feel empowered to share ideas, and that’s when the best innovation happens.

What advice would you give to young professionals looking to build a career in K–12 procurement? Ask a lot of questions. Get involved in organizations like NIGP—places where you can connect with others who do what you do. Procurement is one of those hidden professions that people often stumble into, but once you’re here, you realize how meaningful it is. My degree is in marketing, so I started as a seller and ended up a government buyer. Now, as COO of the fourth-largest school district in the nation, I can tell you—it’s a career that touches every part of an organization. Be curious, stay forward-thinking, and remember the fundamentals: cost, quality, and delivery of service.