Bolest is famous for the construction, production and assembly of paint booths for the auto industry and related services. Bolest paint booths are completely adaptable to customer needs. I am responsible for the Lean-Agile improvement work at Bolest in Norway and Sweden.

Courses and workshops within the fields of Lean-Agile ways of working, with an emphasis on how to develop self-governing, autonomous teams specilaising in converting customer needs into valuable outcome.

On an average, 2 out of 3 companies fail to reach their improvement goals. Main root causes are (i) lack of management focus (ii) too low degree of real employee involvement and (iii) unclear strategies on how to actually reach new and high levels of performance. Having more than 20 years of experience with ambitious continuous improvement strategies as C-level manager at Arcus, Egmont, Schibsted and Peterson Packaging, I have established LeanOnU AS. I take active part in helping companies and organizations reach ambitious operational improvement goals and – at the same time – increase employment satisfaction. My services are aimed at private and public sectors in Scandinavia and cover:- the creation of Lean-Agility, the will to continuously train and the important sense of mastery in the organization- improvement strategy development (Hoshin Kanri & Blue Ocean)- coaching managers in how the right behavior leads to a culture of continuous improvement- building on the critical success factor of real employee involvement - value chain analysis, identifying lack of flow, improved quality and finding smarter ways to operate- combine lean principles and value chain optimalization with automation (like RPA) to utilize manpower the right way and improve even further- Lean methodology and Lean/Six Sigma improvement tools backing the improvement activitiesI take an active part in the improvement processes myself, including manager for hire services. I also offer hands on strategic and operational training of managers and employees in order to build a culture of continuous improvement.

I am a content creator, course developer and educator for Videocation in Norway and Spain within the fields of agile ways of working, lean best practices, development of continuous improvement cultures, strategy deployment and digital transformations. Special focus areas are strategy deployment, customer centricity, distributed (hybrid) teamworking best practices, systematic problem solving, value stream mapping and the art of achieveing ambitious improvements through uninterrupted flow of values.I am also delivering key content to the Videocation Nano-degree educational program in digital value creation and transformations.

I lecture within the fields of Agile practices, product discovery & delivery, project management, value stream analysis, systematic problem solving, prioritization, Kanban and Scrum, Kaizen events and strategy deployment.

Over the past 25 years of implementing Lean-agile transformations and having several Lean-agile leadership, consulting and coaching positions, I have gained practical insights in how to establish cultures of continuous improvements and how to gain real business results through Lean-agile best practices. I put these skills and experiences to work to help our clients improve their cultures, their deliveries, and their customer centric skills

As of August 1st 2017, I took a part time position as Business Development Manager at EGN Norway (https://egn.com/). EGN helps people and companies grow through a trusted network of peers. My role as business developer was to develop new and improve the current EGN offerings to leaders, owners and decision makers based on the profound impact of digitalization, RPA, Lean and modern leadership principles. Beside my position as business development manager, I also chaired 5 groups in the EGN network: Two Norwegian CIO groups, one international CIO group, one e-commerce management group and one robotics and machine learning group (new as of 2nd half year 2017).

Besides keeping the position as Director of Business Strategy and Improvement, I took the role as MD of the Norwegian operations, covering 4 production plants.

I was responsible for business and improvement strategy at Peterson Packaging Group, covering Norway, Sweden and Denmark. My main objectives were concerned with establishing effective business strategies for the group and implementing Lean-agile principles in all and everything we did.

I have been CEO at Schibsted Trykk AS, a printing group consisting of 5 production facilities in Norway. Schibsted Trykk is owned by Schibsted Norge and produces a range of large newspapers in Norway along with other commercial printing products. Schibsted Trykk AS is the largest printing company in Norway. I had the top management role as CEO, responsible for the merger and the successful implementation of strategies set up by Scibsted. Hence, as a leader, I pretty much acted as a Lean-agile coach and consultant in following up on break-through goals (OKRs), merging value streams crossing company borders and creating a culture of continuous improvement built on Lean-agile mindset and best practices ways of working.