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In this episode of the IT/OT Insider Podcast, we welcome someone who doesn’t come from cloud platforms, data infrastructure, or connectivity layers. Instead, he brings something equally vital: operational wisdom.
Raf Swinnen has spent his career inside factories. From Procter & Gamble to Kellogg's, and later Danone, Raf worked at the intersection of operations and transformation, guiding teams through continuous improvement and later, digital initiatives.
What makes his perspective especially valuable? It’s grounded in Lean thinking. Not as a buzzword, but as a real discipline. One that requires a sharp understanding of processes, a respect for people on the floor, and a strong filter for what actually adds value.
From Line Leader to Digital Change Agent
Raf didn’t start in digital. He started on the floor: managing lines, people, safety, and performance. That experience shaped how he sees digital transformation today: as something that should support operations, not get in the way of them.
At Danone, he led digital initiatives at the Rotselaar site (Belgium). The job wasn’t to implement more dashboards. It was to help teams use data to drive better decisions, without losing sight of the fundamentals.
“Tech to the Back” — What Digital Should Learn from Lean
One of the most powerful takeaways from this episode is Raf’s principle of “Tech to the back.”
“Digital solutions should not be front and center. People and processes should be. Tech should follow.”
This is a strong antidote to the over-designed, solution-first approaches that often flood the industrial space. According to Raf, the biggest risk in digital projects isn’t the technology — it’s losing the problem along the way.
Three C’s: Connect, Collaborate, and Coherence
As part of his work with leadership teams, Raf often introduces what he calls the 3 C’s:
Clarity – Where are we going, and why?
Consistency – Are we reinforcing the same messages and systems?
Coherence – Do our tools, apps, and data work together?
These are not slogans, they are essential behaviors for any transformation to stick. They also align closely with how we designed the ITOT.Academy, where cross-role learning and shared frameworks are front and center.
One of Raf’s biggest contributions came through how he structured teams. In a newly created role as Digital Program Manager, he pulled in both IT and OT voices and even shifted reporting lines to foster true collaboration.
He didn’t look for tech wizards. He looked for people with enthusiasm. People who wanted to make a difference. These became his digital ambassadors, key voices from every shift, every team.
“When the night shift speaks up, you listen.
They see the edge cases nobody else does.”
Case Examples: Real Change Starts Small
Raf shared stories from his time at Danone, Kellogg’s, and P&G, where transformation didn’t come from big declarations — but from small, disciplined steps.
At one plant, it was about helping teams make better use of their shift handovers.
At another, it meant cleaning up data before launching another round of training.
At Danone, the challenge was scaling good ideas without flattening local ownership.
“Digital without context is noise. The real challenge is creating relevance at the point of use.”
Digital with Discipline
Raf’s story is a reminder that digital transformation doesn’t start with technology, it starts with understanding the process. Listening to the people who run it, and designing with clarity and purpose. Whether it's Lean principles, cultural alignment, or simply asking better questions, his approach keeps the focus where it matters: on solving real problems in practical ways.
In a time when industrial tech is advancing fast and buzzwords multiply by the day, it’s refreshing to hear someone say: let’s not forget why we’re doing this in the first place.
If you’re working in digital, operations, or somewhere in between, this episode is a pause-and-reflect moment.
And maybe also a nudge: to push tech to the back, and put people and purpose out front.
Stay Tuned for More!
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Disclaimer: The views and opinions expressed in this interview are those of the interviewee and do not necessarily reflect the official policy or position of The IT/OT Insider. This content is provided for informational purposes only and should not be seen as an endorsement by The IT/OT Insider of any products, services, or strategies discussed. We encourage our readers and listeners to consider the information presented and make their own informed decisions.
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