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Kenneth Verlage

Global CIO & CDO open for new opportunities

Kenneth Verlage is an experienced business executive and technology leader based in Stockholm, Sweden.1 He is currently the Global CIO & CDO (Chief Information Officer and Chief Digital Officer) at Munters, a position he has held since October 2020.1 In this role, he is responsible for leading Munters' digital transformation and IT initiatives.1

Career Highlights

Verlage Management AB: Kenneth Verlage served as the Managing Director of Verlage Management AB from June 2020 to June 2021.1 This appears to be his own management consulting company.

Other Notable Positions:

  • CEO of Cabonline Sweden (November 2018 - June 2020)1
  • Head of Business Development at PostNord (November 2016 - October 2018)1
  • Business CIO at PostNord (June 2012 - November 2016)1
  • CIO at DHL for various regions (January 2001 - June 2012)1

Expertise and Skills

Kenneth Verlage has extensive experience in:

  • Digital transformation
  • IT leadership
  • Business development
  • Sales
  • Operations management

He is multilingual, with proficiency in Swedish (native), English, Danish, and Norwegian.1

Recent Developments

As of April 30, 2024, Kenneth Verlage announced that he would be stepping down from his role at Munters after four years of leading the company's digitalization efforts.2 During his tenure at Munters, he implemented cost-effective solutions that provided long-term savings and sustainability3, and focused on creating user-centric IT solutions to add value to the company.4

Kenneth Verlage's career spans over three decades, starting as a professional driver and progressing through various management and executive roles in the logistics, transportation, and technology sectors.1

Highlights

Aug 28 · linkedin

COST EFFICIENCY, WASTE AND LONG TERM SUSTAINABILITY Lessons from My Industrial Digital Transformation Journey (5/10)

In my experience with digital transformations, I've observed that many large-scale system integrations often result in significant waste. The costs are sky-high, and the promises equally ambitious, but projects frequently become too large and unmanageable. This often leads to projects either collapsing entirely or only partially implementing their original scope. The costs remain, leaving companies exhausted after years of implementation attempts.

A more effective approach is to scale back ambitions and focus on smaller, quicker implementations, even in large companies. Multiple smaller systems can often work together more efficiently than a single, cumbersome giant that risks causing more problems than it solves.

By adopting a modern architecture, real value can be delivered from the first month, avoiding future massive updates or system overhauls, and crucially, staying away from exorbitant licensing costs.

During my tenure at Munters, we implemented cost-effective solutions that provided savings from the outset, despite initially high costs. By prioritizing solutions that delivered immediate business benefits, we got the platform in place and in parallel with real, valued business solutions. Through smart procurement, building in-house solutions, and leveraging open source, we avoided costly licensing fees, making our solutions both affordable and scalable in the long term.

Key Lesson: Investing in technology that delivers value from the start ensures that solutions are sustainable and cost-effective. By choosing solutions that offer immediate savings and improvements, a strong economic foundation for future growth can be established. This approach effectively balances short-term gains with long-term objectives.

Implement Small and Fast always beats Big and Never.

Aug 21 · linkedin

COMPETENCE DEVELOPMENT AND COLLABORATION Lessons from My Industrial Digital Transformation Journey (4/10)   During my time as CIO at Munters, I often heard the importance of bringing IT closer to the business and becoming an integral part of it. This became one of my key strengths as I developed a model that positioned IT as a genuine partner within the organization, providing tools that enhanced business operations. It was crucial to introduce new competencies to complement the traditional IT department, whose role in maintaining stability and security grows more vital every year.   The real transformation happened when IT was embedded into real-world operations, leading to remarkable competence development. IT professionals learned firsthand what drives business success, while business teams discovered how IT can significantly enhance their work.   A memorable moment was when a seasoned factory manager expressed surprise during the digitalization of their facility: "This is the first time IT is here and wants to HELP us with our business." It was both flattering and a little daunting!   We built a completely new IT competence, fostering increased respect and collaboration between IT and business operations. By integrating IT into all areas of the business, we cultivated a culture of collaboration and innovation, which not only improved our technical capacity but also strengthened our ability to meet business challenges.   Key Lesson: Integrating IT deeply into business operations creates a stronger and more collaborative organization. By building internal competence and fostering a culture where IT and business operations work together, operational efficiency is improved, and new growth opportunities are created. This strategy was crucial to our success and is something I carry forward into new ventures.

Related Questions

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Kenneth Verlage
Kenneth Verlage, photo 1
Kenneth Verlage, photo 2
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Location

Stockholm, Stockholm County, Sweden