In charge of P&L, analysis, cost control and cost cutting, budgeting, forecasting, reporting processes regarding month end /closing of books, business cases and strategic input. Part of turnaround project and cost cutting to streamline operations. Also in charge of rent contracts, lease negotiations, new locations, exit strategy, sub leasing, upgrades and facility management. Reporting directly to CFO with dotted line to management teams in both Sonans and Oslo Nye Høyskole.

As a result of merger between SATS and ELIXIA - a new company with over 70 fitness clubs in Norway. Initially a lot of work with pre and post merger integration - due diligence, setting up data room, extracting synergies, selling clubs, cost optimization, restructuring, implement new routines, handling new systems, revised budget, new operating model etc. Since then a part of the Norwegian leader group with dotted line to several Nordic functions - working with total P&L responsibility, quality of accounting, overall budget/forecast/financial planning, establish KPI reporting to operations and top management, target setting, quarterly business reviews, restructuring and M&A activity (incl business cases and valuations), control of overall investments and secure ROI, manage different projects and ad hoc analysis.

New position created due to centralizing of the finance function on a Nordic level, working in close cooperation with Development Department. To craft, secure and implement overall investment and governance routines on a Nordic basis. Present and secure the return on investment, crafting business cases, portfolio management, capex reporting, cash flow management, budget/forecasting capex spend. Assisting in M&A activity - purchasing clubs including valuation, due diligence, negotiations and closing.

Total responsibility for the economy in the company with 38 fitness clubs, personal responsibility for Business Controller. Part of leader group with high involvement in company strategy, business planning and execution. Secure overall quality of accounts and correct reporting of books, month end, quarterly reporting, year end and management reports. Highlight improvement areas, key risk areas and suggested actions. Driving the budget process and participated in the important journey in implementing a rolling forecast as a leaner way of financial modeling and better predictability. Also participated in implementing a BI system in order to reduce the amount of manual reporting.

Responsible for defining and executing revitalized strategy for Outlet business; to present and implement globally (Europe, Canada, US), and make sure outlets increase in profitability as a business unit for HH in order to maximize value and keep set growth targets. Establish new locations, lease negotiations, business reviews, follow up outlet managers, stock control, also responsible for SMU (special made units) clothing programme directly to outlets to boost profits.

From pure financial to a more operational and strategic perspective, reporting directly to General Manager HH Sport. Overall responsibility for business development, strategy, management and value maximizing of existing and future retail initiatives for HH in Europe, including all own stores, license stores, shop in shops and factory outlets. Personal responsibility.

New and global role reporting directly to CFO and dotted line to Global Retail Director, with main goal of highlighting the value of the retail business and preparing the company for sale.- Defining and follow up of both financial, operational and liquidity KPIs for both own stores and license stores, with regular reports to board of directors and top management group. This included measurement of ROI and profitability on 13 factory outlets, 12 own stores, 50 license stores and 60 shop-in-shops spread over Europe, USA and Canada - in close cooperation with regional controllers, retail managers and country managers.

Managing Director and board member in a Norwegian masterfranchise holder and agent for the international clothing brands Benetton (Italy) og Oasis, Coast and Karen Millen (UK), with operations in both own and license/franchise stores. Involved and lead on a series of tasks: reporting and P&L responsibility, business plans, 5 year strategy plan, operational excellence, employee management, negotiations vs franchisee, managing and leading the implementation of a new retail POS system, cash-flow management, profitability analysis, KPI reporting, internal control, opening/closing of stores, rent contracts.

Worked as Senior advisor at the consulting unit SFG (strategy and finance group).Experience with projects of strategic and financial character within the power and utility sector and production of a larger analysis published by Energi Bedriftenes Landsforening (EBL). Also assisting different lawyers In several economic projects and analysis. Participated in establishing the TMT (Tele, Media and Telecom) market unit and the market pitch towards the VC/Private Equity industry in the Nordic region.

Accenture, Business Analyst in the Strategy Group (Strategy & Business Architecture), within the market unit Communication & High Tech. Has gathered experience mainly within the telecom sector (mobile solutions and mobile internet in specific) and quantitative/financial analysis. Has worked in Oslo and Stockholm, and has also worked as management for hire for a client for a shorter period. Participated in two big telecom projects together with a team from London.