I joined VAQ AS in September 2022. The journey includes:• Operatig a carve out process from Billund Aquaculture A/S, from a "on premise" to a "born in the cloud" company at super speed.• Work with captialization & share issue processes.• Manage rapid growth - from 66 to 330 MNOK the first year.• Build a strategic map & and increase the reporting frequency• Reestablish an insurance framework. • All aspects of the CFO work day - strategist, catalyst, operator & steward.• Build the HR and HMS framework - policies and processes. • Make sure IT & automation works.

I joined KPMG Accounting in march 2019. The BPO service area was sold out of KPMG with effect from October 2019 and the new name XACCT Accounting. The journey includes:• Carve out process from KPMG – focus on control from start .• All aspects of the CFO workday & -year in a medium sized business.• Due diligence (financial) process in connection with the sale of XACCT from Varig to ECIT AS from late 2021 until Q2 2022.Worked extensively with::• Planning & forecasting accuracy.• Cash flow conversion in the operation - from sales to cash at hand.• Stakeholder reporting included BoD & bank covenant.• Working with compliance mindset.• Sales processes.Advisory assignments for clients:• CFO for hire – “hybrid channel” retail business. • Advisor and subject matter expert in the selection of a “financial consolidation tool” – “large data storage” vendor. • Advisor and subject matter expert helping a client in the energy sector with entities in Europe developing an Excel based multicurrency consolidation model.

Worked in the "CFO Agenda" practice at KPMG Consulting until march 2019 when I moved to the BPO service area focusing on CFO services to clients of KPMG Accounting AS (KA). KA was sold out of KPMG AS October 2019 and the team who worked with the KA-clients was carved out of KPMG AS and moved to KA (now XACCT Accounting). Typically projects in KPMG was CFO for hire (automotive retail systems provider working with the Nordic set up) and projects within public sector related to business blueprint, product ownership (management for hire) and specialist in management processes.

Assignment: Standardization of the Agresso ERP blueprint design for organizations/companies in public sector.

Responsible for projects and after marked in Norway (consulting department, service department and key account management process) in the core management team in Norway and established the Oslo office. Facilitation of the project methodology in Corporater globally and supports projects in our global organization when needed.

Worked in the Information Management practice at Deloitte Consulting with a main focus on advisory and implementation of technology based Performance Management solutions. Carried also out several IT due diligence projects in private sector (strategic and financial buyers). Worked also as project manager and advisor with customers in public sector.

Manager for a department with 13-23 consultant’s from 2005. Responsible for Performance Management projects and application management processes. Technology: Oracle (Hyperion) and SAP (BusinessObjects Planning and Consolidation) technology. Financial consolidation and planning, datawarehousing and KPI's. Implement a LEAN approach to ITIL based IT processes that support finance processes. Developed both an IT Business Case training concept and IT project estimation training concept based on project experience from large business case projects and IT implementation projects.

Participated in several projects; External QA for large IT projects in public sector, Norwegian Health Region Reform, Specification of requirements related to IT systems for clients, Implementation of Adaytum (Cognos Planning) for client, Developed and monitored a Excel based CF forecast solution for a client within the telcom industry

Manager for a department with 4-8 developers and member of the Agresso AS management team reporting directly to the CEO from autumn 1996. Responsible for delivering customized solutions based on standard Agresso software such as a common finance and project reporting module for all the major players within the construction industry in Norway and the Agresso engine to report the budget proposal (called the Yellow Book) for the ministry of finance.

Develop specifications, evaluation criteria for a new ERP system, and implementation of ERP system. Contributed as team participant and project manager for the selection and implementation of Agresso as ERP system at Telenor R&D.