A little more about me

A middle-aged man with gray hair, beard, and glasses, wearing a black turtleneck, standing with arms crossed against a plain gray background.
Close-up of a gray lowercase 'in' logo on a black background.

I help technology firms keep their SAP support teams performing under pressure.

I began my career in the Royal Air Force, and as a Non-Commissioned Officer, learned that leadership is less about rank and more about rhythm, trust, and clarity when things get tough. After leaving the service, I moved into the SAP world, becoming a Certified Principal SAP Logistics Execution Consultant and Instructor. Over the next two decades, I led major transformation and support programmes across industries, known for bringing calm, structure, and results when it mattered most.

As Vice President of Global SAP Delivery, I led 670 engineers supporting mission-critical systems for global clients. We achieved strong performance and retention, but the real success was in how the teams led themselves. Mentoring wasn’t an add-on; it was how we built capability and kept delivery steady.

Now, through Lightning Leadership Ltd, I step in as a Fractional SAP Support Leader. I carry part of the operational load while rebuilding rhythm, strengthening leadership depth, and mentoring managers to run confidently on their own.

The goal is always the same: stable delivery, stronger leaders, and teams that keep performing long after I’ve stepped away.

FAQs

Office workspace with multiple computer monitors, keyboards, and headsets on a wooden desk, brick walls, large window with sunlight, and office chairs.

  • I step into SAP or enterprise support environments that are under pressure. That might mean stabilising delivery, mentoring mid-tier managers, or rebuilding rhythm across hybrid teams. I take partial operational accountability for a period, get things back on track, and help your internal leaders sustain it once I step out.

  • Consultants advise from the outside. Fractional leaders operate from the inside. I carry the load with your team, not as a separate workstream. The focus is on results you can feel within weeks — fewer incidents, steadier delivery, and more confident managers.

  • Usually when delivery is wobbling or leadership bandwidth is stretched. That could be after a senior leader leaves, during a migration, or when attrition and fatigue are creeping up. I’m often called in to bridge a gap or reset rhythm when firefighting has become the norm.

  • Most assignments run between two and six months. That’s enough time to stabilise delivery, rebuild leadership cadence, and leave behind a structure and team that can run without me.

  • Medium to large enterprises that rely heavily on SAP or similar ERP systems. Most are in industries such as manufacturing, FMCG, life sciences, or utilities — places where stability, governance, and performance really matter.

  • Within 30–90 days, most clients see clearer leadership rhythm, reduced backlog, and better team engagement. The real win is continuity: a stronger bench of leaders who can carry that performance forward without outside support.

  • I don’t run classroom sessions. I mentor in the flow of work — side by side with managers as they lead. If you’re after a formal leadership programme, I can recommend partners, but my value is in building capability where the work actually happens.

  • It usually begins with a short conversation about what’s happening in your environment and what you need to steady it. From there, I’ll suggest the best-fit approach — fractional leadership, a short stabilisation sprint, or a leadership diagnostic.

“Gordon’s impact was far-reaching, not only in terms of business outcomes but also in creating a workplace culture that values respect, innovation, and continuous improvement.”
— Raj Kumar Reddy