Kay Evensen Email & Phone Number

Oslo Area, Norway

Akselera has been operating in the Nordic management consulting market since 2006. We are known among our customers as a partner, which provides real value and results. This is made possible by our experienced consultants.During the years we have served more than 100 customers on more than 200 projects. Our customers range from multinational listed companies to medium sized privately owned companies and public organizations in a variety of industries. We have helped our customers to implement business strategies and to improve their performance by ensuring that processes, people and technology are implemented in the best possible way. Our customers have valued our extensive experience from similar situations.We have approximately 40 employees – who are talented and experienced professionals. Our average consulting experience is 12 years, with average business experience of 17 years. Our consultants have a long experience of leading positions in various industries.My role is as project-/program manager and SME (subject matter expert) helping our clients to implement business strategies and to improve their performance by ensuring that processes, people and technology are implemented in the best possible way.Internally I am heading our services and competency development + I am responsible for recruitment. I am also part of the Norwegian country management team.

Oslo Area, Norway

Cognizant is a leading provider of information technology, consulting, and business process outsourcing services, dedicated to helping the world's leading companies build stronger businesses. Cognizant has approx. 280 000 employees, it is a member of the NASDAQ-100, the S&P 500, the Forbes Global 2000, and the Fortune 500 and is ranked among the top performing and fastest growing companies in the world. www.cognizant.com.In my role I worked closely together with the RCG Client Partners and Sales supporting them with industry knowledge towards our clients and seeking new business.

Oslo Area, Norway

SEMCO was established in 1975 with a group of consultants from Asbjørn Habberstad. Through more than 40 years experienced consultants has given advise to a large number of organizations.In my role as partner I worked with concept development, sales, new biz and projects in both the public- and private sector.

Oslo Area, Norway

Brand consulting, brand management and strategic processes. Concept development, brand activities, strategic communication. Strategic, tactical and operational marketing initiatives.

Skøyen, Oslo

Hartmark Consulting was a leading Norwegian management consultancy that was acquired by Varde Gruppen and formed Varde Hartmark in 2013.My role was as project manager and SME (subject matter expert) working with a range of clients in both the public and private sector.

Sandvika

Retail consulting. Boutique consultancy with senior retail executives working for a few key retail clients with strategy, execution and market development.

Lier

I was the first Bauhaus employee in Norway and responsible for their market entry into the Norwegian market.The role was to: 1) Plan for a successful market entry. 2) Recruit a new organization and train the new people. 3) Secure a successful opening of store number 1 at Liertoppen just outside Oslo. 4) Create sustainable results for a new concept in a new market with a new organization.

Oslo Area, Norway

I founded the retail chain all parents in Norway now know as «Barnas Hus». The idea started at home and the result was a professional business plan that was used to attract a professional investor.The idea was to make a «category killer» in the categories children’s equipment and clothing. The concept was built on three pillars: 1) Largest assortment in the market. 2) Best price. 3) Customer experience.In the autumn of 2004 the first store was opened with huge success, long ques and high revenue in Drammen. New stores were planned in parallel and stores in Sandvika and at Alnabru were opened.Kay and his wife sold their shares in the company in 2005 due to disagreements with the financial investor regarding goals, strategy and further expansion of the company.

Oslo Area, Norway

The Norwegian Parliament decided one of the largest changes the public sector in Norway had ever experienced. They decided that Norway Post in order to reduce their cost base and improve the competitiveness should close hundreds of post offices and replace these with a new concept called “Post I Butikk”. The changes meant that more than 3000 employees would need to find new jobs.I was employed in August 2001 as senior vice president and in charge of a new consumer division responsible for the new structure. When I started only 3 «Post I Butikk» was open, a new organization was not in place and there were disagreements with the main partner Norgesgruppen regarding commercial issues.In the beginning I focused on: 1) Establish a new and professional relationship with the top management of Norgesgruppen in order to speed up the implementation of “Post I Butikk”. 2) Structure a new organization, recruit new managers and create a new culture fitted to the strategy. 3) Closely monitor the projects, the costs and the revenue in a large organization where most people were not used to professional business focus on a day to day basis.The result was a very successful change process where 1100 «Post I Butikk» was established in 1 year and 563 post offices were closed. Today this is regarded as one of the best change processes in Norway’s public sector ever!I was responsible for: 1) Establishing a new organization with a new postal structure including «Post I Butikk», «Posthandel», “Kontaktsentre”, «Bedriftssentre» + «Frimerketjenesten». 2) Responsible for the consumer division, part of top management reporting to group CEO Mr. Kåre Frydenberg. 3) Responsible for the agreement with DNB regarding bank services in Norway Post.

Bergen Area, Norway

In charge of Kavli International AS which was responsible for Kavli sales and expansion in all markets Kavli did not have their own operation (all markets except Norway, Sweden, Denmark, UK). Main tasks: 1) Sales and marketing through distributors. 2) New market strategy and execution. 3) Part of the top management team in the Kavli Group reporting to the Group CEO.

Oslo Area, Norway

I was only 31 years old when I took responsibility for the supermarket chain Mega with 100 stores.What I did: 1) Established clear goals and a simple strategy for how Mega should become “Norway’s best supermarket chain”. 2) The strategy was clearly communicated to the franchisees, the store managers, the employees + vendors. 3) The marketing agency «Bold» created award winning advertising. 4) Conceptual development with focus on fresh food and a «dinner concept».The results were: 1) Mega became Norway’s third largest grocery store after Rimi and Rema, and a clear leader in the «supermarket segment» with >160 stores and +10 NOK billions in revenue. 2) The franchisees were very satisfied with revenue and results. 3) Concept, advertising and other marketing made the joint marketing from vendors increase by many hundred percent. 4) Mega became Coop’s winning grocery concept and largest retail chain.After this success I was promoted and took the position as director for all the grocery store formats in Coop at the time.

Oslo Area, Norway

Started as district manager in charge of approx. 10 stores in the Oslo area. I executed this role with success and was then promoted to marketing manager in charge of marketing and purchasing for 7-Eleven in Norway.

Master Of Business Administration (Mba), Business

Bachelor Of Arts (B.A.), Economics