Follo Ren IKS is an inter-municipal recycling company that is responsible for recycling household waste in Follo. The company is owned by the municipalities of Frogn, Nesodden, Nordre Follo and Ås in Akershus. During my tenure, the board has worked to develop the company and ensure a product and service offering so that it is able to meet increasingly stringent official requirements for the sorting and recycling of waste.• A comprehensive digital transformation of the company's operational administration and citizen dialogue• Introduction of new recycling solutions for source sorting in households• Introduction of new collection services for waste such as garden waste containers and rolling environmental vehicles• Development of plans for new recycling solutions such as environmental and logistics stations and environmental houses,• Development of waste disposal services for the business market

Departement Head responsible for Customer Relationship Management in Bertel O. Steen AS, one of Norway’s largest automotive company with 10 car brands and more than 150 authorized dealers that handles car sales and after market/serviceRESPONSIBILITIES • Managing the CRM/MA team (13 in staff)• CRM/CX Strategy • Marketing Automation / Campaign Management / Customer Lifecycle Management • CRM System• Customer Satisfaction MeasurementRESULTS• Created and implemented a CRM/CX Strategy • Implemented Microsoft Dynamics 365 as an enterprise-wide CRM platform with the modules Sales and Customer Service. The system is in use for all sales reps. at our authorized dealers, for BOS Customer Center and for sales reps. in the truck division and the fleet sales department. The solution has extensive integrations with the company's various business systems and has a total of around 900 users.• Implemented Microsoft Dynamics 365 Customer Insights (Aka Marketing) as a Marketing Automation platform currently in use for all dealers and fully integrated with the enterprise-wide Dynamics 365 CRM platform. • Built up and lead the Marketing Automation/campaign team which supports all dealers and car brands with communication via e-mail, SMS and letters. The team has an annual production of 200 campaigns and runs all trigger-based CLM programs / customer journeys and has 7-folded the online work shop booking over the past 5 years• Built up and lead the Bertel O. Steen's CRM Team consisting of business developers, system developers, and functional/technical architects• Established a solution through the Dynamics 365 platform for lead generation and lead follow-up that annually handles more than 50.000 incoming leads• Established a new and improved solution for customer satisfaction measurement for all dealers/brands including dashboard reporting on dealer and HQ level

As Head of CRM & Loyalty in Strawberry I was in charge of development and operations of the Loyalty Program (formerly called Nordic Choice Club), which is one of the largest loyalty programs in the Nordics. My key responibilities was to strengthen the Loyalty Program's attractiveness to program members and the 190 hotels in the group, and to grow the membership base significantly • Managing the CRM & Loyalty Team (10 in staff)• Loyalty- and program strategy• Program operations in all hotels (Nordics & Baltic states) • Product management/product development• Member recruitment & retention• Marketing, member communication and member insight• CRM SystemResults• 1 million members were reached in 2014. The number of members increased fivefold during my period from 300,000 to 1.5 million members• In 2017, members accounted for 61% of all online bookings, which amounted to NOK 1,700 million in total• Member communication via email marketing generated in 2017 a direct traffic to online booking of NOK 200 million• In 2017, members accounted for 34% of total room nights sold / total turnover of NOK 9,900 million• Built up led a CRM & Loyalty Team consisting of 10 people spread over Oslo and Stockholm• Further developed the membership program with an improved points system, new member benefits, introduced external bonus partners for earning and withdrawing points and strengthened the internal program operations and finances for hotels and the chain• Introduced a new CRM system for membership and points administration as well as a new Marketing Automation system• Introduced email marketing which eventually became the most important source of hotel bookings from members. Introduced the members' magazine Nights.• Further developed ambassador program to ensure maximum member recruitment and good member experiences at the hotels• Introduced Customer Lifetime Value modeling with continuous scoring of all members

As Director of Sales I was in charge of Bokklubbens member recrutiment operations managed via a network of Telemarketing agencies. Furthermore i was in charge of managing the Direct Sales Department of Kunnskapsforlaget, including both in-house Telemarketing, field sales and customer service operations, CRM and Direct Marketing. (40 in staff, 7 direct reports)

As a Marketing Manager in Hafslund Privat I was in charge of customer retention and -acquisition for b2c customers for Hafslund Strøm and Hafslund Sikkerhet. My main responsibilities was CRM systems, Call Center retention teams, Customer Lifecycle Programs and Marketing Automation. The CRM-Marketing dept had 25 employees including 15 call center agents

Mailordrer business, jewelry

I was in charge of the Telemarketing Sales Dept. in Firkløveren AS, operating two call centers (Oslo and Malmö) with more than 20 sales reps targeting the Norwegian market. During my tenure, sales volumes increased with more than 50 %.

Amusement park operations: From 1992 until 1994 I was in charge of running part of the food & beverage operations with 50 employees and 10 sales outlets. From 1995 until 1997 I was in charge of park operations in VikingLandet with 100 employees covering food & beverage, attractions, entertainment, ticketing, events and shops.