As the Chief Commercial Officer, I lead all commercial operations at Pelagus 3D, overseeing Sales, Marketing, Legal, Customer Success, and Strategic Growth. My role encompasses driving global partnerships, managing investor relations, and steering the company’s long-term strategy, positioning Pelagus 3D as a leader in on-demand digital manufacturing for the maritime and offshore sectors.

As Corporate Venture Lead and part of the Corporate Venture team, I worked in an ecosystem where ventures are developed both vertically and horizontally across technology stacks and customer pain point segments co-created with key development partners. As the number one employee, I was responsible to scale up the 3D Printing / Additive Manufacturing (AM) venture from the first commercial program to successful company launch, Pelagus 3D, offering a solution that is reducing supply chain costs, delivery times and minimize the impact on the environment by producing parts on-demand close to the point of need.Key results:- Strong year to year revenue growth- More than 3000 maritime vessels / offshore platforms part of customer programs- Partnership with 15 Original Equipment Manufactures (OEMs)- Established a global manufacturing network of 50+ production partners- Digital warehouse and manufacturing platform developed - Identified engineering partner (thyssenkrupp), and led the joint venture process to establishment of Pelagus 3D- Scaled up the team to 7 FTEs (customer success, platform development, business operations, sales & marketing)- Close collaboration with regulatory bodies and authorities

Involved in establishing the Wilhelmsen Ships Service (WSS) Business Transformation function with the overall objective to strengthen the focus and capabilities of managing WSS' united transformation agenda in line with the strategy. As Business Transformation Manager, I was responsible for the WSS' digital portfolio

Largely responsible for supporting the VP Technical Solutions and Marketing (Wilhelmsen Ships Service) in recognizing areas of improvement (develop and maintain the improvement agenda) within the organizational frameworks and the interfaces within which the team operates.

Part of Capgemini Consulting’s Operations & Technology unit, contributing to projects within the oil and gas, manufacturing, shipping, railway and banking sectors. My focus areas were primarily within supply chain management, digital manufacturing (Industry 4.0) and business transformation. Moreover, I was an active contributor to the academic environment in Capgemini Consulting within these areas. I have managed both projects and own work streams from start-up to execution and completion. My experience range from large transformation programs to advanced analytics and modeling.Selected engagements:• Project Manager, Supply chain transformation, Global chemicals company• Work Stream Lead, Business carve-out (supply chain), Global shipping company• Analyst, IT Transformation Program, Nordic FinTech player• Analyst, Norwegian railway reform • Analyst, Market Analysis, European fuel retail company

Rystad Energy is a leading oil and gas business intelligence house in Norway, providing both strategy consulting and novel database products to the global oil and gas business. Rystad Energy’s main products, UCube and DCube, are complete bottom-up oil and gas field databases including reserves, production, ownership, economics and oil service purchases.During my internships, I participated in several oil and gas related activities:• Developed in team a database for the global vessel fleet• Shale asset modeling and valuation• Developed in team an application, URank, which was launched at ONS 2012• Analyzed and defined the average opex split for E&P companies for certain regions• Analyzed the global oil service market• Analyzed EPC contracts (engineering, procurement, construction)

Large Norwegian Retail Chain Group – Project Lead Client experienced decreasing profitability in the chain, and needed help to find the key drivers to the cause and how to attain a profitable business. The deliverables included a segmentation analysis of their stores and well-defined strategies on how to increase the profitability for each segment. This was done through extensive store data analysis and questionnaires. Moreover, the team developed a tool to highlight the stores that was in potential danger of bankruptcy, so that the client could initiate preventive measures.