Responsibility: lead a team of 16 and 5 regional managers to drive ambassadorship and knowledge sharing internally, and a global brand and market positioning externally with events, media and digital lead nurturing. DNV GL Oil & Gas delivered close to 5 bn NOK turnover.• The integrated communication campaign Industry Outlook achieved 240 media mentions including in the Times and BBC, 7 700 downloads and internal sharing among 70% of the employees. • Achieved a rapid and low cost brand transition of the merged oil and gas business area. Oil and gas recognition was at 80% among DNV GL Group stakeholders in 2014. • When responsible for Internal and external communication in DNV Maritime and Oil & Gas (first year), the communication function was modernised towards a digital and integrated approach. Business impact was improved through the use of content marketing, structured planning and measurement of results.

Being responsible for internal communication globally, we delivered communication training of leaders, internal social media and internal branding in addition to traditional internal channels. • A team of 5, a network of 7 business areas internal communication managers succeeded in mobilising 22,000 employees in 34 countries towards operational and strategic goals. Statoil was among the worlds 50 largest companies with 670 bn NOK revenue.• The employee’s perception of internal communication improved significantly through the use of internal communication surveys to identify drivers, develop strategy and implementation of adequate measures.

Leading a team of 3 and 8 regional coms managers, we build a solid brand and effective internal and external communication for the M&M business area; 3 refineries, global oil trading and 2 500 petrol stations. • The issue management strategies for Statoil’s Energy Project Mongstad and CCS prevented major reputational damage. • Developed effective methods for change communication that enabled several major reorganisations with minimal operational disruptions. • Implemented reputational impact assessment in the business decisions thus allowing for proactive and systematic reputation management.

Being responsible for internal and external communication, including branding of Storebrand in the B2B and B2C markets, these are the key achievements: • Contributed to a significant improvement the reputation and relationships to the media.• Established positions as a socially responsible investor. • Build personnel as preferred media experts within asset management.

Responsibility: internal and external communication and investor relations (IR) worldwide. • Established and marketed DSND as a technology brand – a global player in the deep-sea contractor environment (DSND was perceived to be a shipping company).• Developed an effective IR-strategy so the Norwegian Society of Financial Analysts removed DNSD from the list of improvement candidates in 2001. • Achieved further insight in Board work as the Board secretary.

Responsibility: internal and external communication globally.• Branded Aker Yards as a unique supplier of maritime solutions and started positioning Aker Yards as an interesting investment object in preparation for stock exchange listing.

Responsibility: overall branding and profiling of Total in Norway.• Established a clear and holistic brand value propositions to successfully positioned Total as a significant player within sales and distribution of Norwegian gas.

Responsibility: internal and external stakeholder engagement and media relations. • Kept motivation in a period of substantial downsizing • Developed and implemented a community engagement strategy which established good relations with critical stakeholders such as local and national politicians, contractor industry and society around Hanøytangen yard out-side Bergen.