Lived 4 months in Panama and 1 month in Buenos Aires, Argentina. Spent one month in Cuba and 3-4 months travelling through Guatemala, Belize, Colombia, Peru, Bolivia, Chile, Uruguay and the USA.

Hired as a Cost Controller late 2010, working within the Finance department to help facilitate the company transitioning from a vessel building entity to a fully operational seismic company. Focus on developing and improving financial accuracy, reporting routines and cost center benchmarking.From 2012-2016 - Solely responsible within the Finance department for preparing and monitoring the annual USD 350-400 million OPEX & CAPEX budget for all 7 vessels and office, plus the USD 40m cost management program launched by the company in 2014/15.In 2013 promoted to Business Controller – getting exposed to also providing analytical support to the Marketing & Sales department and tasked with improving and ensuring proactive communication between Sales and Operations.During the 5.5 years at Polarcus I was able to work closely with both COO and CFO on multiple projects of confidential nature, ranging from investments decisions, sale of assets, cost reduction initiatives and redundancy processes. Got valuable exposure to the dynamics between executive management and the Board of Directors in a publicly listed company.Summary:*Provided analytical support to management in order to optimize the performance of the operating vessels in terms of cost monitoring, cost reduction initiatives and revenue optimization. *Worked closely with multiple departments, involving Technical, Maritime, Operations, Crewing, Supply Chain and the finance department to provide analytical support to management.* Main objective was to assist in optimizing the performance of the operating vessels in terms of cost monitoring, cost reduction initiatives and revenue optimization.*Provided support to the Sales department to ensure proactive communication with Operations. Responsibilities included financial risk management, pricing and cost scenario analysis, fleet revenue forecasting, monitoring the tendering process and facilitating project handover and post-project reviews.

Rainpower,the company that was founded when GE Energy Norway sold their hydro power business in Norway. When I was hired by GE in 2007. it was always the intention that I would join Rainpower after some time.At Rainpower I worked simultaneously on numerous local and international hydropower plant construction projects. Had financial and commercial responsibility including invoicing, monitoring cost, revenue recognition, financial reporting and assisting the project manager with contractual risk management towards both vendors and clients. Project revenue ranged from USD 0.1 million to around USD 20 million. My first years as a professional gave me extensive experience in basic accounting, project controlling and handling of engineering/ construction projects. I also acquired knowledge of hydro power products and equipment

In GEEN I was hired as PFM for their largest project, with a revenue of approx. USD 92 million.Responsibilities included financial and commercial responsibility including controlling cost, income and progress, financial reporting, invoicing and contractual risk management GE Energy Norways’s portfolio and employees were sold and transferred to Rainpower during my first months and I stayed onboard for a while to hand over my tasks to GE's office in Montreal, Canada.