Overall responsible for this area in Norwegian I will support the business in driving the improvement agenda in New Norwegian. This will be related to Lean operation, IT improvements as well as improvements in our Supply Chain and collaboration with our vendors.With the change agenda enabled through New Norwegian, this is a vital part of enabling that and create the best airline for both Customers as well as employees and partners

Acting in the role as SVP IT and Customer Care and Member of the Executive Management Team in Norwegian.Have the responsibility for all IT across the Norwegian Group including both operation as well as development. Driving changes in the operational model and identifying opportunities to lift IT in Norwegian further to a more strategic level. Customer Care I have the overall responsibility across the group, including Customer Care centers in Norway, Span, Argentina, Baltic's and Ukraine. With the COVID-19 we have enabled the organisation to manage an incredible increase in cases to be managed and at the same time enabled new functionality for customers to convert their bookings into CashPoints for applicable routes.

Taking on the role as SVP Procurement in Norwegian. Norwegian have the lasts years been a success story with dobbel digit growth since it started the current operation for more than 15 years ago. Norwegian have also changed how the Airline Industry have been operating, and been the first low-cost airline in the Transatlantic operation.Norwegian decided in 2019 to move from a growth to a profitability focus. This includes the establishment of a new role as SVP Procurement, with the overall responsibility for all Procurement across the Norwegian Group, both Norway and international.Heading the Cost Out part of the Norwegian NEXT program that target to improve the operational result of Norwegian with 4 B NOK annually. Through this driving Cost Out initiatives across the entire Norwegian organization.New exciting challenge to again to be a part of the journey to turn Norwegian into profitability, build a world class procurement organisation, including people, processes and tools in one of Norway's most admirable companies.

Mack Stranda and Mack Kvartalet have the responsibility to develop the previous Brewery of Mack. This is the largest development project in Tromsø during the last year, and with a large property in the middle of the City Centre that should developed into Hotel, Shopping Centre, offices as well as more culture activities.The company is 50/50 owned between Eindomsspar and Mack

My role in TINE was SVP Procurement and in addition I had the main responsibility to drive the cost change program that was initiated in January 2019. To short time in a great company, but new challenges outside TINE was to tempting for me to move on.In my role as SVP Procurement in Tine, I have the total responsibility for all procurement across the entire Tine Group, as well as ownership of all processes and tools related to procurement. This includes third party production, ingredients like fruit, oranges and aroma. Further this is all technical equipment including construction of new plants etc as well as all indirect spend like IT, Marketing etc. I had the responsibility for the Cost Out program in TINE. This program identified and planned cost savings initiatives of 1 B NOK on annual rune rate, and turn TINE into a future proof company. We also started systematic tracking of TINEs supliers in CSR, to ensure they complied with TINEs high standards on this field. Further we initiated project to improve the Source to Pay processes including supplier management and tracking. Procurement in Tine is also a driver for change and working with the business to always enable new opportunities, both to save cost, but also to see new opportunities for the company. This enables procurement to take a more strategic role in the company than many other places, and making us a business driver. TINE moved this year from plastic Soever Cream boxes to paper based to become a driver in Sustainable packaging in the world Tine is the leading Dairy Company in the Norwegian marked, and one of the biggest cooperation in Norway with 34 production and logistic location spread around the entire country. This includes milk and all kind of milk based products, yogurts, Cheese, Juices (Sunniva) and Ice Cream (Diplom Is brand)In addition Tine have operations in US, UK, Ireland and Sweden, and are among others the manufacturer of the world known Jarlsberg Cheese.

Head of the European procurement organisation within Circle K Europe, with operation in Norway, Sweden, Demark, Estonia, Latvia, Lithuania, Poland, Ireland and Russia.During this years we build a cross European procurement function, enabling significant savings across the operation. I had the overall responsibility for the procurement related to re-branding from Statoil to Circle K, including re-branding also for the North American operation. Transformation of the procurement function from national oriented structure, to one pan-European team delivering value cross border. Establishment of the procurement support function in RIGA, Latvia and implementation of SAP Ariba Source to Payment solution across all countries. Part of team that established new loyalty platform, implementation of new B2B card solution and general restructuring of the company in many areasCircle K is a part of Couche-Tard with operations in US and Canada in addition to the European operation.

Board Member in Norway's leading Procurement organisation, representing the non-Strategic Procurement spend for more than 50 of the largest business in Norway.

Deputy Chairman of the board of Ludwig Mack as and its daughtercompany Macks Ølbryggeri asMack is the northernmost brewery in the world, established in 1877 in Tromsø, Norway. The brewery have today 4% of the Norwegian marked, and are the marked leader in Northern Norway.During my time in the board we have moved Mack from being a diversified company in both the beer and fish industry as well as other investments locally, to be a fully focused Brewery that have now moved into new production facilities and with the potential for further growth and a good profitability.During my years in the board there have been made several strategic decisions. First to get out of the fishing industry that would have required a large amount of capital, focus on operational improvements and massive cost reductions and then the final decision to move the production into new production locations combined with a strategic focus on what brands and go-to marked strategy that should be executed on the coming years

Storebrand with its doughter company SPP is the leader in the Nordic life insurance and long term savings marked. In addition Storebrand have operations in banking, Health insurance, regular insurance and asset management.As the Group CPO I have the responsibility for all sourcing and procurement activities in the Storebrand Group; with the range from car repair, health services to large IT systems with a total purchasing volume of 2 billion NOK pr annum.At Storebrand I have buildt the sourcing/procurement functions from scratch to become one of the leading procurement organisations in Norway (McKinsey benchmark). Through the work significant savings have been made, and ensured new contracts is for the best for the Storebrand group.

Skandia is a world leading provider of long time savings solutions. The company was established in 1856, and are on of the leadign life insurance company in the Nordics. Skandia is established in more than 20 countries, and are in all markeds one of the leading providers of Unit Linked products. The the Nordic marked it in addition are the leading provider of traditional lifeinsurance, health insurance and the leading internett bank, SkandiaBanken.Skandia was in 2006 acuired by Old Mutual (OM). OM is one of the leading financial groups in Europe, with large business in South Africa, India, US in addition to Europe.

In Deloitte Consulting I had the role as Senior Consultant. During the time in Deloitte I had the main focus on Sourcing and Supplier Management with supporting large organisations with process improvements and cost savings through these programs. I also had a role in the, at that time beginning focus, on eBusiness in parallel with my MBA on the same subject.Some of the projects I was working on were Procurement Card implementation in Norsk Hydro, Strategic Sourcing in FLS Industrier, Sourcing in FAST and Sourcing Strategy for Telenor Networks.In Hydro we implemented a new Procurement Card program across all divisions in Hydro (at that time Agri, Light Metal and Oil&Gas) with the focus on streamlining the process on small purchases and at the same time making sure it would be related directly back to the cost center it was related to, without large process costs. This was the first pCard project in Norway, and I was working with Deloitte Colleagues from US and Canada to transfer knowledge from them to the Norwegian marked.In FLS Industrier we had the main focus on Strategic Sourcing, and implementing a program across all divisions to take out large cost savings, and benefit from the power of the entire group, while I in Telenor Networks where focusing on the strategic level and defining how they should work with sourcing going forward.

In Kværner I started up in a Strategic Sourcing project that was set up together with A.T. Kearney, with the aim to drive significant cost savings as well as new way of working for the entire Sourcing as well as engineering part of the organisation.In the initial project I was a team member, working together with ATK resources to develop the strategy as well as executing the negotiations on large categories like pipes, valves, cables etc. When the project was finished, I got the responsibility to manage the Strategic Sourcing operation in Kværner, and ensure fulfillment of the contracts, as well as executing new ones where that was relevant.I also had the role as Senior Sourcing agent on the Snorre B Field Development Project. In this project I entered as the first Sourcing Agent, and developed the standards for the project, and implemented the structure of all IT systems in line with the requirement from Saga Petroleum (now a part of Statoil). I also ensured that the Strategic Sourcing agreements was utilized into the project, and operational executed on some of the larger Sourcing packages like Pipes, Valves, Anchoring system, Process system etc. I also had the responsibility to train new requites that was employed in the Procurement department of Kværner