Instiute for Strategy and Entrepreneurship

Associate Professor at Department of mechanical engineering and technology management where I will work on innovation in the robotics group

Innomar is developing technology within fishery and aquaculture to meet the upcoming demands for sustainability, environment and quality.

Sensors for smart farming

Linke Invest & Management is consultancy firm specialized in growth strategies in network industries - banking, finance, internet, telecom, and more. LINKe applies the value network model developed by Professor Øystein Fjeldstad. The model is applied to building strategies to overcoming network effects in the early phase of the business, and to build profitable growth in existing network businesses.

UpWave is an easy-to-use, collaborative task manager that will improve your team’s productivity (former company name Symphonical). I was member of the board from 2007, then Chairman of the board from 2010 to 2014, and back to regular board member.

In the area of mobile financial services Telenor was one of the leading operators in the world, and have received much praise for our strategy and boldness. My responsibilities cover overall strategy, developing new markets and capabilities to ensure Telenor a world leading position in mobile money in emerging markets. Among my projects I have identified and developed Telenor’s opportunities within lending products. To do this I brought together my background with statistical modeling and… Show more In the area of mobile financial services Telenor was one of the leading operators in the world, and have received much praise for our strategy and boldness. My responsibilities cover overall strategy, developing new markets and capabilities to ensure Telenor a world leading position in mobile money in emerging markets. Among my projects I have identified and developed Telenor’s opportunities within lending products. To do this I brought together my background with statistical modeling and network economics to make a proof of concept of credit scoring for the un-banked which has the potential to bring credit to the masses in emerging markets. I have developed relations and partnership models with external partners. Show less

Telenor Kapitalforvaltning runs asset management for the Telenor Pension fund, Telenor Insurance, and for the Group. In the period, total assets under management have been in the range BNOK 8-10. Telenor Kapitalforvalning is licensed by the Norwegian Finance Authority, which also approves board members.

The business logic of a telecom operator follows network economic principles, which is not as well understood as the value chain model. My mandate was to develop and implement models and framework that will bring competitive advantages by making sure Telenor was in the forefront of implementing suitable models. I developed and ran training programs for internal business units and for Telenor trainees.

Telenor Next was Telenor’s vehicle to grow new business areas in their commercialization phase. In my time in Next, we had a portfolio of 13-18 companies, with a total turnover of BNOK 2.5. In Next I have establish methods for finding and evaluating new growth companies, acquiring growth companies, and brought to decision a funding model. I have defined the opportunity and developed the strategy and model for Telenor to build a large international financial service business, and brought… Show more Telenor Next was Telenor’s vehicle to grow new business areas in their commercialization phase. In my time in Next, we had a portfolio of 13-18 companies, with a total turnover of BNOK 2.5. In Next I have establish methods for finding and evaluating new growth companies, acquiring growth companies, and brought to decision a funding model. I have defined the opportunity and developed the strategy and model for Telenor to build a large international financial service business, and brought this to successful decision in Telenor’s group executive management which released resources to develop the business area. Show less

OAX built and successfully operated internet advertising for a critical mass of newspapers in the Danish market. The company did not manage to build sufficient funding to expand to more markets, and the technology was sold.

The Board decided on priorities in research and in business innovations, and was headed by the CEO of Telenor.

Responsibilities in this position were in regulatory affairs with Telenor’s international business, where we established network, methods and routines for handling regulatory affairs in an efficient manner within Telenor’s international mobile operations. I headed a project to analyze and develop Telenor’s position towards sector specific regulation.

In both positions I was member of the executive management group and responsible for regulatory affairs. Telenor Plus was a business area covering fixed telephony, internet, broadcast (cable, satellite, DTH), and content in the consumer market in the Nordic countries. Telenor Plus had a turnover of approx BNOK 5, employing 1300. After reorganization I continued the position in the business unit Telenor Norway, which covered mobile, fixed, internet for the consumer and business market in Norway.… Show more In both positions I was member of the executive management group and responsible for regulatory affairs. Telenor Plus was a business area covering fixed telephony, internet, broadcast (cable, satellite, DTH), and content in the consumer market in the Nordic countries. Telenor Plus had a turnover of approx BNOK 5, employing 1300. After reorganization I continued the position in the business unit Telenor Norway, which covered mobile, fixed, internet for the consumer and business market in Norway. Telenor Norway had revenue of BNOK 19, employing 6400. Telecom is heavily regulated; hence regulatory affairs have large financial impact on the business. The responsibility included handling cases, regulatory strategy, handling of regulatory risks, and developing relations with regulatory bodies for the businesses of mobile, fixed telephony, internet, broadband, content services, and TV distribution towards sector specific regulatory bodies and government, Competition Authorities nationally and within the EU, Consumer Ombudsman, and the Data Inspectorate. As part of my responsibilities I was member of Safety Management for Telenor in Norway. As Telenor Plus was new, I was responsible for establishing the staff. When handling cases I put strong emphasis on teams of economists, lawyers, and engineers, all working at high professional level. Show less

The corporate strategy function in Telenor in 1998 was small which implied a wide area of responsibilities. I was project manager of a reorganization process, responsible for developing a group governance project, and built Telenor’s first balanced scorecard. I was deeply involved in the merger with Telia in 1999, with focus on international strategy. When the merger was called off, I worked on the preparation for the 2000 IPO of Telenor at Nasdaq and the Oslo Stock Exchange.