• Phone: +36 30 660 8861
  • E-mail: ferenc.lajko@digilogconsulting.com

Lajkó FerencI am ready to share more than 20-year knowledge and experience of mine with company owners and leaders who are open to innovation and ready to meet the requirements of digital transformation; who want to grow, intend to do organisational development or simply want to reveal the hidden potential of their firm.

Throughout the 18 years spent at Waberer’s I went through the hierarchy from a sales man to the CEO’s chair. During this time both Waberer’s and me, reached the top by developing together with the company. At the beginning we had 130 trucks; a number which reached 4500 later on. We have become the market leader company of Europe being ahead of all our competitors. I am very proud that I could build and lead the largest transport company of Europe.

At the beginning, Waberers could smoothly operate with its flat structure and centralized management but we wanted to develop. While the owner’s excellent business spirit ensured the growth track of the company, as a vice president, I was working on the sustainability of the dynamic growth. For all that, it was indispensable to introduce new processes, establish efficient organisation structure, raise middle management and also create a task –based company culture.

Keeping the owner’s vision in mind, we created the company strategy. Naturally, business development and increasing operation efficiency were also among our everyday tasks.

I remember, by 2010 driver shortage had become a very severe problem in the whole of Europe. It endangered the further growth and profitability of Waberer’s, as well. To overcome the labour market problem we created a revolutionary new organisation structure by making middle management much more interested in recruitment and in retaining labour force by which we solved the problem of driver shortage for long years. For me, it served as great evidence that it is possible to surmount seemingly unsolvable market difficulties with internal organisation development.

During these years I recognised that by using modern IT solutions to manage different logistics challenges we can reach market advantages such as operation at lower costs, more satisfied customers, user friendly surfaces, lower resource requirements, better working circumstances and of course, higher profits. I experienced that we could save millions of Euros for our company and customers by introducing the revolutionary new optimization software with the help of which we could decrease drastically the empty run of trucks.

As I see it, logistics technology is 10 years behind other industries and it is ripe for digital changes. This transformation is strongly justified and catalyzed by the customers as well as the labour shortage.

I believe that for a successful transformation we need industry specialists who are able to think as a customer, a company leader and a digital ambassador at the same time and furthermore, to establish efficient cooperation among these three players of the supply chain.

When we cooperated with large multinational firms, I learnt what serving innovative customer needs mean; and also to what great extent it can contribute to the success of the cooperation between the logistics company and the customers.

In 2017 Waberer’s went public. During the two-year process we acquired priceless knowledge about the stock exchange introduction, company evaluation, investor communication and about making a company negotiable.

The introduction of empty run optimizing engine, the digital document management system, or the route optimizing software are revolutionary solutions which were firstly introduced on the logistics market at Waberer’s. It challenged us both in the field of digital transformation and organisation development; we managed to overcome those challenges successfully. These developments played an important role in achieving our market leader position and profitable operation.


  • I am pleased to cooperate with company owners, leaders and managers who would like to grow in the home or the European market; should they be Hungarian or multinational companies, representatives of the logistics or even other industries.
  • I am even ready for the challenge to establish together new, let alone international market leader companies!