Hans Petter Terning work email
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Hans Petter Terning personal email
I have extensive leader and sales experience form both large and small businesses, both local in Norway and international business. Have worked in several different areas of expertise: general management, market planning, change management, digital channels, and sales management. This has given me extensive and unique competence.Doing change management projects, I have learned the importance of understanding the market, meet customer requirements, and at the same time fulfil the organizations need of information during the transformation, all as a precondition for success.As a leader I have learned the importance of open and honest communication regarding targets, and what’s needed from each and every one to meet the target.I have experience both as an operative «day-by-day» leader, and in larger strategic projects, analytic work, and presentation and reporting to board of directors. Have good cultural understanding, and collaboration skills, as well as experience with international companies. I am goal driven, focused an analytical. This means that I am working structured and planned to meet the goals. I am good at taking the customers perspective, use fact-based information, and always looking for new short- and long-term business opportunities. Sales, customer focus and positive change is my main drivers. I always focus on that both the team and the individual should have the best opportunity to gain success, this is achieved through team spirit, open minded and a healthy competitive environment at the workplace. Others have described me as a person with both “bird eyes perspective” and a talent to see details when needed.
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Chief Executive OfficerLorn.Tech Nov 2022 - PresentOslo, Oslo, NorgeLØRN er et konsept for livslang læring. Vi samler ferskt innhold fra norske organisasjoner og eksperter, formidlet i et enkelt læringsformat -
Adviser And ConsultantTerning.Com Jan 2020 - Nov 2022Osloterning.com, where I am doing consulting work. Customers: media, retail, software, e-commerce. Projectbased.
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CeoClear Channel Scandinavia Sep 2018 - Feb 2020OsloNorway’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. -
AdviserTerning.Com Nov 2016 - Aug 2018OsloConsultant. Focus on digitalization, management, management for hire. Projects.
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CeoNorgesgruppen (Flust.No) Jul 2012 - Oct 2016OsloFlust.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. -
CooEniro Oct 2009 - Feb 2011OsloAfter 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. -
Ceo Eniro Norge AsEniro May 2009 - Oct 2009OsloIn May 2009 a became CEO for Eniro Norway -
Senior Exce Pres./Online DirectorEniro Jan 2006 - May 2009OsloIn 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. -
Ceo Scandinavia Online AsScandinavia Online - Sol.No Nov 2001 - Dec 2005OsloEniro 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. -
Head Of Business DevelopmentScandinavia Online Apr 2000 - Nov 2001OsloAs 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. -
CeoNetbonus Holding Ab Mar 1998 - Apr 2000OsloDaughter 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.
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Kam And Business DevelopmentSchibsted Nett Mar 1996 - Mar 1998OsloResponsible 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). -
Sales Rep.Aftenposten Jan 1995 - Mar 1996OsloSales rep at Aftenposten, selling text based online archives. -
AdviserHøyre Mar 1994 - Nov 1994TromsøAdvicer for Høyre (Conservative Party in Norway) -
Rådgiver/ØkonomiansvarligUnge Høyres Landsforbund Sep 1990 - Sep 1992Oslo, Oslo, NorgePolitisk aktiv på landsnivå, ansatt som rådgiver/økonomiansvarlig i Unge Høyre
Hans Petter Terning Skills
Hans Petter Terning Education Details
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Market Communication
Frequently Asked Questions about Hans Petter Terning
What company does Hans Petter Terning work for?
Hans Petter Terning works for Lorn.tech
What is Hans Petter Terning's role at the current company?
Hans Petter Terning's current role is CEO at Lørn.tech.
What is Hans Petter Terning's email address?
Hans Petter Terning's email address is hp****@****mac.com
What schools did Hans Petter Terning attend?
Hans Petter Terning attended Bi - Bedriftsøkonomisk Institutt.
What skills is Hans Petter Terning known for?
Hans Petter Terning has skills like Business Strategy, Digital Marketing, Business Development, New Business Development, Online Advertising, Sales Management, Strategic Planning, Business Planning, Social Media, New Media, Board Of Directors, Change Management.
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