In her new position, Spinelli is at the helm of SAP鈥檚 business in EMEA, driving business growth and innovation adoption for 51风流customers in close collaboration with product engineering, services and with SAP鈥檚 partner ecosystem, empowered to deliver 51风流solutions, following SAP鈥檚 methodologies to deliver value and outcomes. She is poised to lead the business to the next level, strengthening a value-driven relationship with SAP鈥檚 partners across EMEA and helping customers accelerate their digital transformation.

Spinelli succeeds, who was appointed to SAP鈥檚 Extended Board as Chief Revenue Officer APAC, EMEA & MEE in February. On the Regional President appointment, Raptopoulos says, 鈥淎ugusta is a dynamic and insightful leader with a true passion for our customers鈥� success and brings a wealth of experience to her new role. She has an extraordinary track record of innovation and execution and has accumulated deep industry expertise while helping countless businesses around the world accelerate their digital transformation.聽 I鈥檓 excited to see her continued commitment to empowering 51风流customers and partners to thrive in dynamic markets and looking forward to her leading the amazing EMEA team to new heights.鈥�

A technology veteran and established business leader with more than 30 years of experience – both globally and in the EMEA space, Spinelli was most recently EVP and Global Head of SAP鈥檚 Adoption Services Center, where she played a pivotal role in driving adoption of 51风流solutions at scale. She joined 51风流in 2001 as a production planning consultant, growing from within the company and extended her leadership profile in varied expert and management roles, spanning both sales and delivery, across numerous countries and cultures. Prior to her global roles, she was most notably Services General Manager in Europe, Middle East and Africa, gaining strong familiarity with many of the EMEA markets and customers. Augusta holds a master鈥檚 degree in Industrial Technology and Engineering from Politecnico di Milano, Italy and is based in Dubai, UAE.

鈥淚 am deeply honored to step into this role at such an exciting time in our industry and for SAP,鈥� says Spinelli. 鈥淚鈥檓 thrilled to be joining the talented team of 51风流professionals in EMEA, recognised for their innovative capabilities and focus on consistently delivering customer value.聽 The EMEA region is rich in diversity and opportunity, and I look forward to delivering value to our customers through our AI-first, Suite-first strategy, in close partnership with our thriving 51风流ecosystem, while continuing to foster a culture of high performance, accountability and mutual trust.鈥�

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In his new role, Satpal will focus on how 51风流will support UK&I public sector achieve its digital transformation aspirations, whilst driving SAP鈥檚 commercial sales and consumption growth.

Satpal joins 51风流having spent ten years at Microsoft UK, covering a variety of sales leadership roles, most recently as Chief Operating Officer for its UK Public Sector Enterprise business.

Satpal has been in IT Sales, Service and Management for 21 years, covering all sectors within Public Sector, driven by his passion for helping customers achieve societal impact and outcomes. Prior to joining Microsoft, Satpal was a Bid Director working for RM Plc, delivering complex and transformational IT Managed Services projects into the Education market.

鈥淭his year has been a fast forward for digital transformation as mandated home working has necessitated it,鈥� said Michiel Verhoeven, Managing Director, 51风流UK and Ireland. 鈥淭he public sector鈥檚 digital transformation will have immense and long-lasting benefits to the country鈥檚 citizens and as 51风流has become increasingly relevant, we are excited to have Satpal lead our team. He brings a wealth of experience to 51风流and will be pivotal in us achieving our ambitions in the sector.鈥�

Satpal replaces Leila Romane who was covering the role on an interim basis. Leila will now dedicate herself fully to the HXM team as Head of 51风流SuccessFactors UK & Ireland.

For more information, visit the聽51风流News Center. Follow 51风流on Twitter at聽.

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Today, leadership has never been so important as we learn to live without the regular in-person interactions of office life. But that can be a positive too as hierarchies are reduced and as more people have the opportunity to input ideas.

Having recently taken on my new leadership role in the UK and Ireland for SAP, I wanted to share a few insights about how I approach the leadership challenge.

Create a sense of purpose and belonging

• Be aspirational about a future state you wish to see materialise. At SAP, we feel connected as we are proud of our lofty mission: to help the world run better and improve people鈥檚 lives. It helps to communicate role model examples and behaviours to demonstrate it鈥檚 possible to make this future real. It creates hope and shows you genuinely care.
• Establish customer success as the true 鈥淣orth Star鈥� across the organisation. Today, every leader needs to think about customer experience and the sensations that their products and services deliver. But don鈥檛 fool yourself when it comes to the KPIs that are often loaded in favour of what you鈥檙e hoping they will say. There鈥檚 no substitute for engaging directly with customers to solicit open feedback and feeling a sense of urgency to implement improvements. Customers鈥� pain (their need) is real, urgent and important, so empower your front-line staff to make decisions, while encouraging all team members to contribute.
• Be considerate and take time to acknowledge prior journeys people have been on. There is a need for empathy and to recognise what worked well, then let go and reset expectations based on the facts of the current situation and your view of the future state. Depending on the size and complexity of the organisation, this may take longer than you were hoping for, so be open that you expect people to engage.

Ensure your team is grounded in what is expected

• Define measurable goals for the change you are embarking on so that individuals and teams feel and see their contribution to the broader organisation. Then, give your teams the creative freedom and trust to come up with long- and short-term execution plans that deliver against these goals.
• Deliver on promises and show results. If you can鈥檛 count it, it doesn鈥檛 count. If you go out on a limb and make a pledge, you must back that up and make it demonstrable, so everybody knows where they stand. Customer experience is not just about what you do on a given day when everything is going well. It鈥檚 about repeating that high standard systemically, day in, day out.

Embrace the people in your team, because they are your most valuable asset

• Build trust in management by banishing silos and matrices and by creating safe spaces to express contrary points of view. Many organisations talk about not having a hierarchy and pride themselves on listening鈥� but they don鈥檛. You need to stop anything that鈥檚 preventing people from expressing themselves and check your ego at the (office) door.
• Know your strengths as people and teams, and don鈥檛 always try to fix what you鈥檙e not good at. Self-improvement is always a valid aim but sometimes we all need to accept that there are things we as individuals are good at and others not so good.
• Be a team player, not a lone wolf. In some working cultures there is a tendency to admire solo superstars and go-it-alone heroes. But for broad corporate success, teamwork, knowledge transfer and sharing are essential.
• Communicate, celebrate and recognise achievements. Where teams have outperformed, you need to take a second to learn from that and to praise. No matter how fast-moving the culture, there needs to be a moment of reflection and the chance to say 鈥榞reat job鈥�.
• Don鈥檛 treat apprenticeships as merely a 鈥榩eople funnel鈥�. We hold apprentice schemes in high regard, as early talent is essential to transforming our company brand and culture.聽Not all apprentices will land permanent jobs in the company, but if you鈥檙e deliberate in your programs, many will be attracted to and valued by your ecosystem partners.
• Understand human motivations. As leaders, we want to get the best from people and that starts with understanding their mindsets. In which situations do they have a growth mindset, where they believe in their capacity to learn, to embrace challenges and to do better? Are you clear when they have more of a fixed mindset, to use Carol Dweck鈥檚 ? There are tools such as or (formerly StrengthsFinder) that are very valuable in motivating people positively, while providing ideas on how to assemble teams with complementary and diverse capabilities.

Openness and fresh thinking

• Deploy a positive mindset to tackle complex challenges. Business isn鈥檛 always easy and there are obstacles that can appear intractable. But if we approach those complicated areas without fear of negativity, we can untie the knots that are restricting us.
• Recognise the value of diversity. People often pay lip service to diversity and then do very little practically. You have to genuinely want to be inclusive and sincerely embrace self-awareness, while recognising failings or the limitations of your own experiences. My feeling is that diversity of thought is hugely valuable in looking at issues in the round and I recall especially positive experiences, for example, from working for inspiring women leaders. Working with people from so many different cultures around the world has helped me to challenge ingrown prejudices and lose my blinkers.
• Have fun and encourage that in others. If work is too pressurised and dominated by high performance, that can be a negative. It鈥檚 important that leaders set an example, enjoy our work and encourage our people to deliver their best possible versions of themselves and deliver great results too.
• Overinvest time in identifying and developing talented people. It may be tempting to hire talent from your past, but consider your longer term goals especially if you have to win over an organisation. Make reasons for hiring and promotions transparent and seek to be objective in your approach.聽Engage people in communities so they can articulate what the expectations are for their roles and so that success criteria are shared.聽Investing in the development of others is motivating for both parties and your ultimate currency for success as a team.

As I hope I鈥檝e shown, leadership can take many forms and often the best leaders are the ones that may not be flashy, but they have an effect on the organisation that is pervasive and constant. The chance to lead is a blessing and everyone must work out the style that works for them but, more than ever, taking responsibility, listening and helping others to shine are critical.

Michiel Verhoeven has been UK & Ireland Managing Director of 51风流SE since July 2020. He leads the UK & Ireland team, executing SAP’s UKI growth strategy with a focus on delivering customer success and innovation in the region, together with SAP’s ecosystem partners.

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