In today’s fast-paced business environment, digital transformation is a crucial factor for success, but often the most challenging part of this journey is not the technology itself—it’s the people. Few understand this better than Thomas Grane, who has spent over 30 years at Matas, a leading beauty and wellbeing retailer in the Nordics.
With experience spanning both IT and Human Resources, Thomas has headed one of the largest digital transformations in the company’s history. He held dual roles as Chief Information Officer (CIO) and Chief Human Resources Officer (CHRO), guiding the company through both technological and cultural shifts.
In this interview, Thomas shares his insights on navigating digital transformation through a people-centric perspective. He tells us about the importance of breaking down departmental silos, fostering collaboration, and engaging employees at all levels of the organisation. He also reflects on how his experience in both tech and people management shaped Matas’ successful omnichannel strategy, turning it into Denmark’s largest online retailer.
Beyond his corporate achievements, Thomas is also a musician, playing in a cover band for over 35 years. His passion for music serves as a powerful counterbalance to his executive responsibilities, offering him a unique perspective on leadership, teamwork, and creativity.
Can you tell us a little bit about Matas and the company’s digital journey?
“Matas is a leading beauty and wellbeing retailer in the Nordics, home to brands like Matas, KICKS, Plaisir Skincare, Nilens Jord, and many others. They have 489 retail outlets and a large online presence. A big part of the digital transformation was connecting all of these touchpoints into a seamless omnichannel experience for the customers.”
You worked at Matas for 31 years, moving from IT System Administrator to CIO. Can you share how that journey has shaped your perspective on digital transformation?
“My journey with Matas has given me a comprehensive view of both the operational and strategic sides of the business. One of the key things I’ve learned is that the technology itself is important, but the real magic happens when you involve the people behind it. People management is critical to any transformation.
Speaking of people management, you held the dual role of CIO and CHRO during the largest digital transformation at Matas. How did you balance both responsibilities?
“That was a unique and challenging experience! It was actually our CEO’s idea to combine the two roles, which at first seemed like a lot to handle. But I was fascinated by the challenge because the success of digital transformation depends so much on people. I had no prior experience in HR, but I was deeply interested in what motivates people and how to foster a positive company culture. I spent a lot of time out in the organization, learning what drives people and how to communicate effectively with different teams.”
What were the main challenges you faced in managing both digital and cultural transformation simultaneously?
“The biggest challenge was navigating company culture and helping people adapt to new ways of working. We were also in the midst of the COVID-19 pandemic, which added another layer of complexity. But having a holistic view of both technology and people helped. For example, before COVID hit, we had already built a virtual workstation platform, which made the transition to remote work much smoother. This allowed me to focus more on cultural transformation rather than just the technical side of things.”
How did you address cultural change during such a massive digital shift?
“One of the key things was breaking down the barriers between departments. Digital transformation often creates dependencies between various teams—like sales, marketing, e-commerce, logistics, and IT. We needed people to meet and understand each other’s perspective of work, so we created collaborative spaces and prioritized face-to-face meetings. We even refurbished the entire office space to encourage interaction. Our aim was to engage people and stimulate collaboration which resulted in incredible results — with a huge shift in how people worked together.”
It sounds like the cultural transformation was as important as the technological one. Can you share an example of how this impacted innovation or decision-making?
“One initiative we introduced was Friday lunch ”Dating” where employees from different departments were randomly seated together. This simple practice led to great discoveries—people who had worked at Matas for years found out things about the company and their colleagues they had never known. These cross-departmental conversations along with other initiatives sparked innovation and helped people see the bigger picture. The energy and speed of decision-making increased, and we saw a real boost in collaboration and creativity.”
That’s a great example of how people-focused initiatives can drive success. What role did technology play in supporting this transformation?
“Technology was key. For example, Matas omnichannel platform had to integrate everything from online sales to loyalty programs for the brands. We built a full digital ecosystem with 15 different touchpoints, and getting all those systems to work together seamlessly was no small task. But again, the real success came from getting the people behind those systems to work together effectively. Matas online sales grew from 1% to 25% in 3-4 years, making Matas the biggest online retailer in Denmark. It’s a testament to the power of combining digital strategy with strong people management.”
You’ve mentioned that transformation is not just about technology but about the entire organization. How did you ensure that all levels of the company were involved in this process?
“One of the things I’ve learned in executive management is that while leadership focuses on strategy, the majority of employees are more driven by their day-to-day work and relationships with colleagues. You can’t just dictate change from the top. You have to engage people at all levels, involve them in the process, and give them space to thrive. We held town hall meetings, but more importantly, we fostered a culture where everyone felt connected to the transformation.”
You recently started your own company and worked as a consultant at Copenhagen Airports. Can you tell us about that experience?
“This was my first assignment as a consultant, helping Copenhagen Airports with their digital transformation. Their IT organization was old-school, operational focused and not ready for the changes they wanted to make, so I was engaged to help them create a new organizational design for the 200 FTE IT department. I designed and executed a series of workshops to align the IT department with the future digital company strategy. My hands-on tech and people experience was very valuable, and I approached the project with a practical mindset, which the client appreciated. It’s something I’d love to do more of—helping organizations not just with the technical side but with the cultural and organizational aspects of transformation.”
Lastly, you’ve had an impressive career in tech, but you also have a passion for music. How does that fit into your life?
“Music has always been a big part of my life. I play drums in a cover band called ”Back to the 80s” and have performed at around 1,000 gigs over the past 35 years. Music helps me stay grounded. Being on stage is very much about being present in the moment, and it’s a great way for me to recharge. It’s funny—many people from my professional life have recognized me from my concerts!”