Various positions within the KONE Scandinavia organization:Since January 2012: Quality, Environmental & Safety Manager KONE ASUnit with 320 employees. Responsible for improvement/adapting/implementing the global management system in KONE (KONE Way). Responsible for continuous improvement system. Responsible for process optimisation for customer value and waste reduction. In addition, responsible for coordination of HES. Member of management team. Global lead auditor in management systems (ISO9001/14001)Mars 2008 - December 2011: Operational Manager KONE ASSame responsibilities as above except from HES-systems. In this period, I had full line responsibility for all operations within KONE AS. Budgeting, planning, operational HES, training, results etc. All-in-all 100+ technicians in the department. Member of management team.September 2007 - February 2008: Quality Manager KONE ScandinaviaLargest supplier of elevators and escalators in Scandinavia. 1200 employees all together in Sweden, Denmark and Norway. ISO 9001 and ISO 14001, with emphasis on continuous improvement and harmonising across Scandinavian units. Responsible for improvement/adapting/implementing the global management system in KONE (KONE Way) in Scandinavia. Global auditor in KONE Corp.July 2006 - September 2007: Business Developer KONE ScandinaviaDifferent improvement projects in KONE in all 3 countries.

Assistant Vice President - Quality for New Elevator and Escalator Business.Worldwide responsibility.Development and process optimalisation globally in KONE. Member of NEB Management team at the head office in Espoo, Finland. Member of the Quality Council, lead by KONE’s president. Overlooking and development of “full chain” quality for both products and processes globaly. Production units in in China, USA, Italy, Czech Republic, UK, Germany and Finland. Reported to Executive Vice President (NEB). Global lead auditor in KONE management systems (ISO9001/14001)

See similar position 2007 - 2008

Supply Chain Management, Strategy dept.Main area was logistics/Supply Chain Management (SCM). Process mapping and tools.

Rabattnett, James Butler, Legejobb. All "start-up tasks"Co-owner and start-up of different B2C Internet companies. Main responsibility was logistic part of the projects. Central in establishing Legejobb.no.

Full responsibility for the production department at Alcoa SCC in Farsund. Several production lines making structural automotive parts for Volvo, Jaguar and BMW. All parts are aluminium castings. 170 employees in the department. Reporting to me was supervisors, technicians, B.Sc.’s and M.Sc.'s. Member of management team. Reported to plant manager. Monthly status meetings with main customer; Volvo Cars. Main task was getting the production up to speed in ramp up phaseFirst 1 year as project manager for building of the finishing line (production).Then one year as department manager for production lines except casting.Finally one year as production manager with full responsibility.

Worked two years as trainee in Hydro Aluminium.Hydro Aluminium Fundo AS, Høyanger (1,5 yrs.):- Logistics/Production planning.Hydro Aluminium Research Centre, Karmøy:- 6 months making a feasibility study on how to manufacture aluminium wheels using forged aluminium and friction stir welding.Then Dept. manager in machining dept. at Fundo AS (making aluminium wheels)Responsible for deburring/heat treatment/machining department. In total 140 employees. Reported directly to CEO. Strong emphasis on organisational development, continuous improvements and HES.