FUS kindergartens (FUS barnehagene) is a retailer and the leading provider of private kindergarten services in Norway. More than 13500 kids are enjoying a friendly and safe learning environment in our more than 180 kindergartens around Norway. 3500 competent and capable employees in FUS including almost 1000 teachers support kids every day to make friends and develop their potential through professional pedagogics, strong relationship building and the philosophy of play and self-management. FUS headquarters develops and implements the strategy for leadership and competence development, marketing and communication, organization development and innovation, talent management and drive the finance and accounting functions.Head of HR and Organization main responsibility is to drive the HR strategic agenda towards these ambitions:• The employer of choice in the kindergarten industry• Reduced sick-leave to increase profitability and customer satisfaction• Successful general managers who are leadership role models in a high performance culture• Leadership development based on clear leadership expectations • General managers organized in regional networks of expertise to support strategy implementation, cross-company learning and improve quality • Digitalization of HR by developing and implementing user friendly HR information systems based on a high degree of self service• Drive and support the development of FUS Academy to provide high quality competence development • Drive and support the development and implementation of high professional, organizational and HSE standards and routines to create å highly engaged workforce and safe development environment • Secure outstanding HSE and risk management readiness in all kindergartens• High quality organizational set up and staffing in each kindergarten to meet government regulations (Barnehageloven), quality standards (Rammeplan) and to ensure a strong reputation in the local kindergarten competitive market

Change management and traning deliverables in the Engage project, the new social platform in Orkla. (50 %) Develop new policy for Succession Planning and Mobility, secure top management support for strategic roadmap 2016-2020 and new process for assessment and development of high potential talents in Orkla.(50%)

· Service Manager with the objective to improve the SAP Application Managementoperations for a Norwegian retailer. Analyzed onshore/offshore set up andutilized Accenture Delivery Methods as well as offshore delivery centers while ensuringday-to-day follow up of operations and maintenance agreement. The business effect of thecontinuous improvement initiative was increased client profitability and improved clientrelationship.· Project manager for business development initiatives including bid, proposal and contractdevelopment heading cross-functional and multi-national teams. Business effect forAccenture was improved profitability and extended scope.

Reporting to the SVP Group People Development. The program has replaced Telenor's in-house HR solutions and delivery methods, with a cloud based HR Information System solution (www.workday.com), ensuring a future proof Global HR delivery model and foundation for efficient Global Shared services.My role was to implement the cloud based Workday as a Global HRIS for Telenor Group in Europe. I was responsible for a successful implementation in Telenor companies in Serbia, Hungary, Sweden, Denmark, Bulgaria and Norway including change and transformation of current HR processes.Today more than 32 000 employees in the entire Telenor Group have implemented the cloud based WORKDAY HR IS solution.Europe lead responsibility: - Analyze the European business units thoroughly - Plan and ensure execution on regional transformation activities including HRIS and HR service delivery model. - Building and maintaining top management support throughout the BU implementation- Ensure sign offs of local Business Unit business cases and alignment between regional roll out activities, the global roll out objectives and KPIs- Build Business Unit teams that could drive change projects locally- Responsible for governance and delivery follow up towards local business unit project managers and local Chief Human Resources Officers

Overall responsibility for People Development and Business Assurance in Telenor Broadcast business area compromising HR staff, local HR function and HSSE experts in daughter companies across Nordics and UK. In total 15 FTE.• In 2005 outsourced salary and administrative HR functions to Shared Service Center. During 2006 outsourced and negotiated framework for recruitment in Norway. • In 2007 heading the HR part establishing a pilot project in Telenor developing and implementing a new management model (Going Dynamic) managing and following up our companies without budgets.• In 2008 established the Telenor Broadcast Climate Change project to reduce the CO2 footprint. In 2009 taking responsibility for Crises Management and ownership for the implementation of Unified communication in Telenor Broadcast. • In 2010-11 heading New Broadcast organizational change project delivering a Canal Digital carve out, new governance model and centralized product development in Canal Digital. • From Q2 2011 in addition responsible for Business Assurance in Telenor Broadcast including ownership for the Health, Safety, Security and Environmental management system.

• Implemented leadership expectations and leadership evaluation process in Norway, Sweden, Denmark, Finland and the UK. Responsible for organizational and competency based development in downsizing projects. Responsible for the implementation of the annual employee satisfaction survey into an organizational development process for all daughter companies. Suggested, prepared and implemented a successful “Coaching for leaders“ – concept with more than 150 participants in 3 years. • Responsible for HR development initiatives as part of the relocation of appr 1100 employees to Fornebu. This was a new office support infrastructure in connection with the move for all Telenor companies in the Oslo area to the Fornebu campus. Headed the annual employee satisfaction survey implementation.

• Responsible for Army participation and planning of the NATO field exercise Strong Resolve 2002.• Planned, coordinated and followed up Army strategic competence development initiatives

• Planned, on boarded soldiers and officers and developed organizational capabilities through effective training methods and competence development of some 15 officers and 130 soldiers within budget. • Logistics responsibility included barracks, approx. 20 vehicles and high tech weapons. Annual joint winter exercises with NATO forces to test training readiness. • As the S-3; drive planning, execution and evaluating all exercises and education in the battalion (approx. 800 soldiers and officers)