Chantal Vergouw (KPN): ‘Still much to be gained with digital resilience’
Actually, Chantal Vergouw never intended to work for a large, listed company. As a young adult her dreams were more that of being director of a women's prison, or director of the Pieter Baan Center (a forensic psychiatric observation clinic in the Netherlands). She went to law school, and, during her studies, became particularly interested in areas of law that further stimulated her social involvement. She worked in the Bijlmer prison for four years and completed specializations in intellectual property, police law, criminology and forensic psychiatry. But in the end, things turned out differently. Through an open day at ING, she ended up as a trainee in the banking and insurance world, where she worked for more than twenty-two years and eventually became CEO of Interpolis. She also always gave part of her time and heart to vulnerable animals and people – among other things as a director at Stichting Spots, protecting felines that are threatened with extinction, as a volunteer at the Tussenvoorziening, to guide people with debts, and as chair of the supervisory board at the Animal Protection Society and the National Inspection Service. She was also for many years active as driving force at NL2025, where she worked towards a healthy Netherlands. At KPN, she was a member of the supervisory board for almost two years. When the opportunity arose to take the business market to a next level, she moved to the board of directors. Vergouw sees similarities between KPN and Interpolis in that the services that the organizations provide are enablers for other companies to flourish. To this day, she still applies the lessons she learned in her grandfather's hotel.
Which norms and values you grew up with, still guide you?
'I grew up, for the most part, in my grandfather's hotel, where I learned early on about hard work and customer focus. It was an environment where hospitality was central. I learned that listening to guests was essential. That transactional relationship at the hotel - always asking what could be improved, how we could exceed expectations to ensure that guests returned - shaped my view of how you do business. At the family hotel I learned to constantly evaluate and improve. I still apply the principle of push it to the limit in my current role. I want to exceed customer expectations and am tremendously externally oriented. I believe you cannot get where the economy, society and our customers are going, from a consultant’s report. You have to listen and observe and get outside the office. That is why I like to visit clients. Only then do you really know what is going on and where the needs are. From my other grandfather, a bryologist (moss expert, ed.) and lawyer, I learned the importance of social awareness and the moral duty to leave the world a better place than you found it. He showed me that it is not only about making money, but that you also have a responsibility for the world around you. That is why I find it important to, in addition to my work, be active in the social field. In business, I found a way to combine my passion for solving complex issues with my interest in human behavior and my social commitment.’
Who is your role model in your professional life and what lessons have you learned from him or her?
‘My role model is the late polar explorer Marc Cornelissen, with whom I also had the privilege of working. His insights into leadership and teamwork, as described in his book ‘Zuiver Noord,’ form the basis for how I approach my work. One of these is learn your lessons, reflect on successes as well as failures. It is always easy to look for the causes of setbacks outside yourself, but real growth starts with taking a critical look at your own role. What could I have done differently? What can I learn from this? I am also convinced that you have to let go of old habits to make room for innovation. Change is only possible if you are willing to let go. This realization helps me to look ahead and not cling to the past. I also believe strongly in open communication: speak up, speak out, reach agreement. For this, transparency and showing your true colours are essential, so that people can know where they stand with you and what they can expect from you.
I recently met Lieutenant General Elanor Boekholt-O’Sullivan, about whom I read a lot. She inspires me with her leadership style. She is not afraid to act symbolically – such as taking off her tie – to open up discussion on larger themes such as inclusion and representation within the Ministry of Defence. That kind of leadership, with the courage to shake up the system, inspires me. I myself am not reluctant to discuss old habits that no longer seem effective within an organisation.
I have been fortunate enough during my career to have met leaders who saw more in me than I did at the time. They have played a valuable role in my development. Their trust gave me the push to take steps that I myself may not have dared to take. I carry that experience with me in my own leadership style: giving trust, seeing people’s potential, and helping them to surpass themselves. There is often a whole range of talents in people - young and old - that has not yet been fully developed. Whether it concerns colleagues or my children. I love to use that potential for something bigger. Because when you discover that you can do something that you did not think you could do, that gives you self-confidence. And I want that for others too.’
How would you describe yourself as a leader?
‘I firmly believe that every interaction matters. Whether it is an internal meeting or a conversation with a customer, at half past seven in the morning or late at night, I strive to always be fully present, listen and see what I can improve. Always with full energy and never half-heartedly. Customer focus is not only a slogan, but also a mindset. When I started in management, I focused mainly on results and achieving goals. Over the years I have learned that leadership is more than that. It is about taking people along, giving them room to grow, and connecting them to a common goal. That requires connection and setting a good example – every day. I have two children, and unfortunately, they hardly listen to what I say. But they see everything I do. And they give me feedback without hesitation. So, live by the values you stand for and be the leader you yourself would like to have.’
You previously worked as a CEO in the insurance industry. What are the main differences and similarities between what you did then and what you do now?
‘In my view the two industries are similar. We offer enablers that allow companies to focus on what they do best, namely doing business. Whether it concerns a current account, insurance, financing, connectivity or security, these are essential themes for running a successful business. Just as Interpolis focused on prevention – wearing a bicycle helmet, not texting while driving – KPN is committed to a safer, more social, and greener internet. The biggest difference lies in the pace and technological dynamics. The telecom and IT sectors are developing at lightning speed; innovations follow each other in rapid succession and require a different kind of agility. In the insurance world, the playing field is more stable and regulated.’
You have been working at KPN since 2023. What do you consider your greatest success?
‘For me, success is not about a single moment or project, but the sum of many small, consistent steps that contribute to the bigger goal. In my case, that is positioning KPN as a reliable, solid partner for Dutch business, while at the same time strengthening the company financially, commercially and operationally. That takes time, dedication and perseverance – not a sprint of a year and a half, but rather a journey of 1,000 days in which you work with surgical precision towards the dot on the horizon. I sometimes refer to my approach as a pebble strategy: every day you throw a pebble into the water to set things in motion. And sometimes it takes a boulder to really bring about change. We have welcomed many new customers who trust our people and our portfolio for secure and innovative telecom and IT solutions. I am particularly proud of the expansion of our partnership with the Ministry of Defense, a collaboration that dates back more than one hundred years. We connect not only the whole of the Netherlands, but also the various branches of the Ministry of Defense through customized solutions, IT services and cybersecurity of the highest level. My ambition is for entrepreneurs – from freelancers to listed companies – to think of KPN first when it comes to reliable connectivity and advanced cybersecurity. We want to develop into the number one system integrator in sectors such as public, public-critical, financial and mainports & logistics. Not only by supplying technology, but also by taking care of its management, security and optimization – all through a single point of contact. But ultimately, I put most of my energy and dedication into building a team that is capable of realizing this ambition together, step by step.’
What went less well than hoped or expected during this period?
‘It takes time to change processes and adapt behaviour. Adjustments to the internal organisation, cooperation between teams and the implementation of new working methods require time and energy. I am impatient by nature and want to see progress quickly, so that can be quite a challenge at times. People are simply not willing line dancers. Change therefore requires not only direction, but also timing. That is a balance that I try to find every day. In addition, the business market is demanding and competitive. That means we have to be on our toes at all times, be able to switch gears quickly, and always deliver a hundred percent quality. That is something that we as an organization can grow in even further.’
What steps has KPN taken in the digital transformation?
‘In recent years, KPN has undergone a transition from a traditional telecom company to a leading telecom and IT partner. We are not only a provider of connectivity and broadband, but also integrate technologies such as cloud, cybersecurity and IoT to make companies future-proof with smart solutions that enhance security and sustainability. Based on the idea of a Better Working Netherlands, we play an active role in the digital transformation of organizations.’
Which trends and developments will determine your agenda in the coming period?
‘There are many trends that determine my agenda, but AI and digitizing customer contact really stand out. Artificial intelligence is no longer a thing of the future – it is fundamentally changing how companies work. AI enables us to operate in a smarter, more customer-focused and more innovative way. At KPN, we use AI to offer employees personalized coaching and microlearning, based on real-time performance insights. This ensures more efficient learning pathways, better results and higher customer satisfaction. I also see great opportunities in the further automation of processes. By automating repetitive tasks, we can give our employees more space for complex and creative tasks, which in turn contributes to higher employee satisfaction and enables us to serve our customers even better.’
Which developments deserve a more prominent place in Dutch boardrooms?
‘As far as I am concerned, digital resilience deserves a very prominent place on the agenda of Dutch boardrooms. Cybersecurity is no longer a technical IT issue – it is a strategic issue that affects the continuity of the entire organization. Threats are growing rapidly, and it is important for boards to make a difference: not through fear, but by taking responsibility and seeing opportunities. Our Wakkerliggers research shows that a quarter of medium-sized and large Dutch organisations are still poorly prepared for serious cyber threats. This shows how much there is still to be gained and how urgent it is to invest in digital resilience now. We need to move towards an integrated approach: knowing where your dependencies lie, training your people, identifying risks and, above all, ensuring that you can continue to operate if things do go wrong. Because ultimately, resilience is just as important as prevention. Organizations in the Netherlands should not be competitors on issues like these, but partners. Cybersecurity is not something you do on your own – it is something we must be able to do together throughout the chain. By sharing knowledge and innovations, we make each other stronger. Only by working together can we make the Netherlands truly digitally resilient.’
When you look to the future, are you optimistic or pessimistic?
‘I am naturally optimistic when I look to the future, and that certainly applies to the digital future of the Netherlands. The Netherlands has a strong digital infrastructure, and entrepreneurship is in our genes. We have all the ingredients to grow and allow businesses to flourish. At the same time, we must be realistic about the challenges that lie ahead. It is precisely through innovation and collaboration that we can overcome these challenges and continue to make progress. I believe that together we can build a strong, digitally entrepreneurial Netherlands. And by extension, a digitally strong, resilient Europe. Because in the current geopolitical context, it is crucial that we, as Europe and the Netherlands, strengthen our digital sovereignty.’
What keeps you awake at night when it comes to the future of KPN and the sector?
‘We are living in a time that the World Economic Forum describes as a polycrisis. There are so many crises happening at the same time – geopolitical, economic, climate. At the same time, we need to make major changes in the areas of technology and climate. This means we have to prepare for a long period of instability and uncertainty. Leaders will therefore face constant, unpredictable changes and crises that are highly complex. What kind of leadership do we need then? In such times, I believe, it is best to be guided by your own moral compass. It is not just about strategy and figures, but above all about values and ethics. What is the right thing to do for your people, your customers, and society as a whole? That is the question that keeps me awake – and at the same time gives me direction.’
Where do you want to be as a person in 10 years?
‘In ten years, I hope to still be playing an active role in bringing about meaningful change – at the intersection of technology, business and social impact. Maybe I will end up becoming director of the Pieter Baan Center, the EBI in Vught (Dutch high security penitentiary) or Minister of Defense. Who knows.’
This interview was published in Management Scope 05 2025.
This article was last changed on 20-05-2025