Developing new opportunities in the energy business.

Headed up a strategic project that over a period of three years will automate all Equinor production wells and processing plants offshore at the NCS. The project is called APO (Automated Production Optimisation) and implements Model Predictive Control (MPC) solutions. Responsibility: Part of the Subsurface Technology MC team in the Research & Technology division of Equinor, which is managing 300 employes within subsurface disciplines and drilling. Head of a strategic digitalisation project within Equinor with the ambition of automating every well and process facility operated by Equinor on the NCS and internationally. Technology Owner for production and processing automation technology in Equinor.Important deliveries: Automation of production at all offshore Assets operated by Equinor on the NCS, Mariner and Peregrino. Organizing almost 40 modification projects, and 4 technology development projects.

Headed up a strategic technology project in the Research and Technology division that simplified the subsea production system and SURF infrastructure through a series of new innovations within all the technical disciplines of the SURF facilities. Responsibility: Part of the facility technology management team which was leading 350 employees, and Technology Owner for key subsea technologies in Equinor. My role in the organisation has been driving innovation in facilities and working with maturation of Field of the Future, the Unmanned Processing Platform (UPP) and Remotely Operated Factory concepts and technologies. Cooperation and studies with early phase on development of concepts using UPP and new subsea technologies for new discoveries and prospects. Important deliveries: Simplified subsea production and overall SURF system and Keeper well technologies. UPP solutions. Deepwater and Ultradeepwater UPP concept. Drone-based subsea production system design. Simplified subsea compression concept (planned for Snøhvit field). Simplified subsea boosting system (planned for Vigdis field - IOR). Was part of an improvement project that refurbished the early phase project work process in Statoil including quality support and quality control of the projects up until DG2 (decision gate prior to FEED phase), and corresponding management accountability. Delivered Cap-X to the Bauge project, coming into operation in 2020. Was part of the core team that developed the Krafla UPP concept.

Responsibilities: Global responsibility in Statoil for research and technology within subsea technology. Focus on new field development concepts and value chains in cooperation with early phase project development. I have been leading a team of 22 seniors, specialists, advisors and senior advisors; have had responsibility for several subsea research projects like Cap-X, subsea all-electric, subsea fiscal metering, new Barents Sea SPS solutions, subsea storage, etc. Responsibility includes delivering studies internally in Statoil to field development early phase projects. Driving subsea IOR using subsea technology like subsea boosting, compression, etc.Important deliveries: Cap-X technology and concepts for several field development projects including Snilehorn/Bauge, Visund Nord, Askeladd, Troll phase 3, etc. A new field development concept combining subsea production and processing with unmanned production and processing systems - the Remotely Operated Factory (or field) (ROF). Developed this concept for several fields including King Lear, Krafla-Askja, and others. Technologies: Seabox/SWIT, All electric SPS, Subsea storage, Cap-X and others.

Responsibilities: Global responsibility in Statoil for subsea processing, subsea system design, subsea concept and early phase. I have leader responsibility for a team of 15 multi-discipline facility lead, system lead and subsea processing engineers. Driving subsea IOR and subsea factory concept development. Subsea factory evolved into the UPP (Unmanned production platform) concept.Important deliveries: Identified, matured and developed Vigdis Booster, Tyrihans subsea compression, Norne subsea compression, Visund subsea compression and Smørbukk subsea compression. Developed a portfolio of subsea boosting for IOR projects on the NCS. Developed new Barents Sea SPS system and development concept for shallow reservoir fields making the development of the Barents Sea economically attractive. Took part in initiating Fast Track 2.0. single satellite tie-backs using new simple satellite system. Initiated the work with Subsea factory and Unmanned Processing Platform field development concepts.

Responsibilities: Project leader in Projects for Subsea control system upgrade of Troll B from DG0 to DG3 (investment decision). The project was part of the Fast Track and Subsea Project portfolio in Sttatoil Projects organisation. Project leader also for lifetime extension at Troll B in early phase, started the project from before DG0.Important deliveries: A successful and commercial project at DG3. Project was executed below initial cost, with no variation orders, no delays and no punches. Qualified a new subsea control system supplier to Statoil (2012), Proserv.

Responsibilities: Asset Owner representative/Project Owner for new gas infrastructure on the NCS. Supporting new fields, upgrade projects at Kårstø, Kollsnes, Nyhamna, downstream projects like gas storages, third party tie-ins like Skanled. Member of the Gassled Infrastructure Committee on behalf of Statoil. Member of the Statoil Project Steering Committee for all the Statoil projects in the southern part of the North Sea.Important deliveries: Aasta Hansteen DG1 - pipeline, Nyhamna and downstream. NCS peak hour profiling - using dry gas pipelines for flexible deliveries of gas to Europe. Solution for providing dry gas from Zeepipe 2A to Gina Krog for gas injection on the field. Solving Sleipner Riser to Draupner bottleneck in NCS dry gas system in a cost effective way. CO2 solution for export gas from Kårstø. Several Kårstø Gas Plant modification projects.

Project Leader for a team of technical professionals doing technical studies and early phase project work for gas instructure projects on the NCS and internationally. Worked with Rosebank and West of Shetland, the TAP project, the Gas Infrastructure Reinforcement (GIR) project on the NCS and others.

I worked in a department within pipeline technology that was responsible for gas transport and gas transportation solutions for new field developments. From the beginning I was also part of the Troll Future Development project situated in Bergen. The project's scope was to further develop the Troll gas field and accelerate the blowdown of the gas. The project ended in 2008 when the norwegian government decided that they did not support acceleration of the gas blowdown. In this period I also worked with modification projects at Kårstø gas plant and did early phase work for various gas projects like Valemon, Gudrun, Martin Linge (Hild at the time) and others.

I worked as a consultant and was hired out to Gassco and Statoil working mostly with the drygas system on the NCS and the Kårstø Gas Plant. Eventually I also developed a model of the NCS that predicted the avialability of the gas deliveries to the various markets, and based upon that conducted analyses for many projets advising them on the most optimal gas value chains, evacuation routes, need for downstram gas storage, etc.My work in Gassco mostly consisted of early phase project work, often in the shaping phase. I was involved in work with developing the business case for an ethane factory in Dornum, Germany.I conducted a lot of drygas network transportation analyses for Gassco, trying to figure out if there were capacity for all the gas transport scenarios in the coming years based upon the upstream gas production portfolio on the NCS. I also developed the basis for new capacity enhancement projects in the drygas network system.In addition I worked also with modification projects for the Kårstø Gas Plant.