Easy access to building documentation is essential for sustainable buildings; For improved maintenance, reuse, certifications, asset value and cost facility management. Inefficient access to this documentation costs about €2 per m2 yearly. Until now, cleaning up this document mess has been all manual work, but Findable now automates it using AI.

Ambita is a leading PropTech company in Norway that enables an effective and transparent real estate market. Thousands of customers use Ambita services and data every day for real estate transactions and/or construction. Ambita has unique dataset and strong specialists within real estate data, complex integrations and open platforms. We are driven by our vision to "make the real estate market more open, safer and efficient for everyone".As CTO I have the pleasure of managing 40+ developers, architects and specialists. Heading the technology management team with multiple responsibilieis: Ambitas technology principles, quality and speed with scrum, recruitment, data management, security & compliance and overall architecture. Some key projects:• Established overall technology principles for Ambita. One common architecture, actively reducing complexity, using open source and existing components where possible, etc.• Completing transition from operating our own hardware to the cloud with AWS, increasing development speed with 10x in several areas, and reducing operating cost with 40 %. Infrastructure as code and DevSecOps.• Established and recruited a new team within Machine Learning and Artificial Intelligence to explore new opportunities within large amounts of real estate data.• Transitioned to crossfunctional and autonomous teams. Removing old department silos.

Zentuvo was established as the first professional provider of real estate photography in 2001. Over the years the company expanded operations to Denmark, Sweden, Finland and the UK as well. Yearly over 36,000 assignments and processing over 1 million photos. All made possible with a proprietary ERP-plattform integrated with over 25+ different partners.As COO in Zentuvo my main objective was smooth operations, in a multi-national company. We had to streamline operations and reduce complexity. To succeed as a company, instead of 250 products, we focused on 40. We also formed a new management group. As COO I had 20 direct and indirect reports, as well as an outsourced development team in Ukraine. I also functioned as a key account manager for our biggest customer, and ran negotiations with customers and partners.During my time at Zentuvo we successfully managed to turn EBITDA from -12 MNOK to 0, but because of negative cashflow and sales projections for 2018 our owners decided to sell parts of the company and discontinue the rest in March 2018. Some key projects I delivered as COO:• Self service in digital channels - enabling automatic planning and routing of assignments, trying to optimize "the travelling salesman problem" within booking and route planning.• Reduced complexity and enabled one common operation across countries.• Structured operations around a new common set of Customer Promises.

The multi-national operation in Zentuvp was made possible by a custom built ERP-system. When I joined not all countries had successfully transitioned to the system. We completed the transition, but also realized that the system (based on an old IBM WebSphere version) did not allow us to develop the functionality our customers expected, such as a mobile interface. We had to refactor most of the platform. At the same time we decided that we should shift from dedicated hardware hosting to the cloud with AWS. We achieved both of these objectives in parallell without significant downtime.• Development speed and flexibility was increased significantly, and deployment time was reduced from 3-4 hours to 3 seconds. • IT operating costs were reduced by 90 % (and later even more).• We also restructured the IT-team and implemented modern development practices using Agile Scrum, roadmaps and Jira. • IT-strategy was also changed from "building and operating everything ourselves" to an open API-strategy based on co-operation with partners.

Hyper is a full-service digital agency with 75 employees based in Oslo, Norway. Hyper brings together advertising, business improvement and product development to deliver web pages, apps, films, second screen tools, games and a lot more. I worked as Advisor / consultant with sales responsibility, customer owner internally and ensured that projects were delivered according to customer needs. Some key projects:• Rema 1000 - the future grocery store operations and adaptation of Symphony Retail.• Gjensidige Bank - simplifying the digital "become customer" process.• Telenor - development of "The Telenor Way".

Making Waves applies strategy, design and technology services to help bold enterprises transform into successful digital businesses. I worked as Digital strategy advisor for customers within ecommerce, workplace collaboration and development of specific apps and digital solutions. Some key projects:• Raise Gruppen / Nikita - strategy for ecommerce to the board of directors.• The International Olympic Committee (IOC) - app for Youth Olympic games in Nanjing.• Hurtigruten - digital strategy for improved ecommerce.

Hafslund Strøm is Norway's biggest energy provider. I worked as a Business developer, both B2C and B2B. Developed long term strategies for differentiation in the B2C-market, and project management:• Digitalised a sales system "from paper to iPad" and increased efficiency.• Launched product "Green power" that currently funds tree planting with over 1,5 MNOK/year.• Produced the first understandable energy invoice through service design.

In-depth analysis of the Norwegian oil & gas sector. Profiled the major players, with focus on strategic and international M&A opportunities and reported to management.

Customer development and sales of creative workshops, primarily within health and education. Sold and facilitated several projects. Certified as an "idea astronaut". Implemented Salesforce to increase sales and provide an overview of on-going sales activities.

Founded a company in co-operation with the Institute of Biotech at NTNU to commercialize a natural method for increasing shelf life of fresh food. Business planning, incorporation, patenting, market analysis, co-operation and negotiations with customers and suppliers, and test production in Canada. Unfortunately, the effect on shelf life was not significant, and the company was discontinued.• Established a viable business, together with industry-partners.• Applied for patents and secured knowledge-base.• Initiated first pilot production in Canada.