Hans Petter Terning Email & Phone Number

Oslo, Oslo, Norge

LØRN er et konsept for livslang læring. Vi samler ferskt innhold fra norske organisasjoner og eksperter, formidlet i et enkelt læringsformat

Oslo

terning.com, where I am doing consulting work. Customers: media, retail, software, e-commerce. Projectbased.

Oslo

Norway’s largest OOH (out of home) business. Leading the company with 40 employees and 500 M NOK in turnover. Focus on day-to-day management, sales management of 3 sales teams and one special team. Together with the local management team we did several change projects; better sales competence, recruiting and on-boarding, strengthen market position. Successful louche of new digital platform and secured the main partnership deal with Sporveien AS in Oslo.In 2019, as a result of our efforts, we had all-time high in turnover. Clear Channel is known for a young and sales driven culture, hands on coaching of sales force, and a high-speed decision environment. I this job a used my skills as sales management, builder of teams, and my ability to build relations with external partners.

Oslo

Consultant. Focus on digitalization, management, management for hire. Projects.

Oslo

Flust.no was a daughter company of NorgesGruppen, Norway’s biggest grocery chain and fifth biggest company. Flust was an e-commerce site, with a turnover of 110 M NOK and 25 employees. The company had the following sub stores: Children and baby, Home and garden, Electronics, Kitchen supplies, Outdoor life, and Clothes. We did a major change project in the business, changing products and processes, focused on profitability, change of storage and fulfillment. We succeeded in increasing the contribution margin, and we cut the storage turnover time by 50%.The job gave mee substantial knowledge of the value chain in e-commerce, from product mix, marketing, pricing, storage and fulfillment, IT platforms, to sales and customer satisfaction. In this position was the cooperation between me as CEO and the board/owners essential, it was essential to building trust towards the owners, at the same time as a as CEO took all day-to-day decisions together with my management team. Due to strategic decisions in NorgesGruppen, the company ceased operation in 2016.

Oslo

After the re-organizing of Eniro Group in October 2009 I became COO for the hole group. Eniro had at that time over 5.000 employees and over 5 billion SEK in turnover. I became responsible for establishing a new Operations organization, the responsibility included all supporting functions, in Norway, Sweden and Denmark. I had in addition the juridical responsibility for all local companies in the Nordics. My cost budget was over 1 billion SEK. Operations completed a successful cost reduction plan, during my time as COO, taking cost down by 200 mill SEK.The COO position gave me experience in an international organization, where we cross boarder achieved significant operational improvement. As COO I was part of the top management team in a listed company. I learned a lot about company culture, brand building cross border, howe to tackle expectations from owner, employees, media, and public authorities. I also learned the importance of a management group taking a holistic approach, and not focus only on our own department or goals.

Oslo

In May 2009 a became CEO for Eniro Norway

Oslo

In 2005 Eniro AB (the owner of SOL) acquired Findexa ASA (the owner of the yellow book in Norway), and we merged the tow companies. I became Director of Online/Executive VP, heading the transformation of GuleSider (yellow book) from print to online. The online revenue grew heavily in the period, the online revenue part of total rev. grew from 20% to over 60% during my time as Online director. We succeeded with the transformation due to a clear plan and clear communication on the goals both internally and externally, and we did “stick to the plan” also in difficult and challenging times. I the position a learned how to merge to organizations with different organization culture (Eniro/Findexa), at the same time as we competed change project on sales, product, and organization. The process taught med the important of clear and honest communication, and the importance of building a good and sustainable company culture over time.In May 2009 I was constituted as CEO of Eniro Norway.

Oslo

Eniro AB acquired SOL in 2001, and I became CEO. We did a total restructuring of the company, focusing on the search business. In the period we went from 45 employees to 220, and the topline went from 45 M NOK to 210 M NOK, at the same time bottom-line went from red to significant blue.During these four years we built a new business from scratch. Product, sales approach, sales organization, business systems, management team, backoffice, all was built in parallel – at the same time as we grew revenue heavenly. The period was extremely demanding- but lots of fun.I was responsible for the company in Norway and reported to a company board. The position included a wide area of responsibility, and I had wide set of power of attorney for the owner. At the time I also was part of the corporate management, representing the Norwegian market.

Oslo

As Business development director in SOL, I reported to the CEO. The company went trough a period of significant change in business model, and partner model. I was responsible of the change process, a to establish new revenue streams.

Oslo

Daughter company of SOL- focusing on e-commerce trough member shopping. The concept was part of the Premium Customer programs in DnB (banking), Telia (telecom) and Tele Danmark (telekom). The company was built from scratch in a short time, and had business in Norway, Sweden, and Denmark. Turnover was 25 mill NOK, with 25 employees. This was my first top management job, and a learned to build a business through leading other, building up sales, IT systems and sign up external partners. I also learned the importance of close communication with the owners.

Oslo

Responsible KAM on several of Schibsted Netts biggest partners, like IBM, Telenor, and NIT. Main focus on partner cooperation, product development and KAM sales of projects. I learned the importance of order and structure, in a green filed startup, with little structure and order. In 1997 Schibsted Nett was merged with Telenor’s online department and changed name to Scandinavia Online (SOL).

Oslo

Sales rep at Aftenposten, selling text based online archives.

Tromsø

Advicer for Høyre (Conservative Party in Norway)

Oslo, Oslo, Norge

Politisk aktiv på landsnivå, ansatt som rådgiver/økonomiansvarlig i Unge Høyre