Omny is a OT Security company providing SaaS and advisory services. With strong owners, a dedicated team and agenda to protect critical infrastructure were on the most exiting journey. As CFO I’m managing Omny support functions (Finance, HR, Legal & office). This JV between Telenor, Aker, and Cognite was established June 2022 and has a rapid growth.

Board of Director positions and active as CFO in both in operational and holding entities: Telenor Digital AS, Telenor GO Ltd, Telenor Connexion AB, Telenor Procurement Company Ltd, ValYou AS and holding entities in Norway, Thailand and Singapore.

Group Finance business performance follow and market communication with special focus on Telenor Sweden and Telenor IoT (Telenor Connexion)

Privileged to work with the fantastic finance team in Myanmar. A strong team of 70 dedicated finance professionals that set a new standard to the word “resilience”. Through challenging times and with focus on safety first the team cared for and supported each other while performing at their best.

TPC managed more than 70% of Telenor Group sourceable spend. Driving the financial change agenda as a newly established Group function in Telenor. Streamlining financial reporting across units in Singapore and Bangkok by standardizing reporting, update ERPs and automate processes. Developing a cloud-based global spend mngt tool for transparent performance reporting across Telenor units. Driving simplification in performance follow-up and strategic discussions. Proven results by strengthening planning and pipeline. Rollout of global P2P system for atomization and touchless operations across all Telenor mobile units. Complex global project dependent on cross functional collaboration.

As Head of Finance in Group Units I was an operational manager for a team of senior business controllers at HQ, Bangkok and Singapore. The main stakeholders were Group Finance and EVPs for Group Staff and Global Units. Also held BoD position in Telenor Digital ASExecuting on two successful restructuring projects to simplify Group Units org and headcount was reduced by 40%.

Start-up/innovation. Valyou was a Norwegian company owned by Telenor and DNB, developing a system for contactless mobile services launched Q4 2014.Valyou was a entrepreneurial company in an area with rapid change and development in technology. After several years as a project, Telenor and DNB decided to establish Valyou in a separate legal entity (TSM Nordic DA). Working close with the managing director and head of business development, I was responsible for all areas within finance. This included reporting to management, the board and working on the business plan with our owners M&A departments.

As head of Finance I governed the legal entities of Fronter Group including board position Fronter AS and some other units. During my engagement in Fronter we had legal entities in NO, SE, DK, FI, UK, DE, PL and CH.

Startup, PE, M&A and scaling.Heading Finance, HR and Legal across Fronter AS and 7 subsidiaries across Europe. Extensive M&A and transforming an entrepreneurial finance team to a mature corporate finance function. -Set-up of performance reporting for operational and strategic follow-up.-Set-up Group ERP system across Fronter subsidiaries for simplified closing and consolidation -Due Diligence and buying external partners in Europe. -Managing legal units, HR and accounting for Fronter AS and all subsidiaries.-Due Diligence when Fronter was acquired by Pearson Plc in 2009-Restructuring finance department from entrepreneurial focus to be a part of an international listed company reporting to UK. Adapting to demands a listed company needs to report on (IFRS, SOX, Consolidation in Hyperion)- Professionalization of HR including guidance for 1:1 process, talent management, performance based bonus system, making of personnel handbook, management training for team leaders and employee surveys.-Establish management reporting with Key performance indicators (KPI), best practice analyses for performance management and other support for operational directors and managers. -From 4 month to 3 days to close and report the accounts in all units-Change in legal structure, split of sales and software development-Fronter SW development linked into Pearson Platforms overall strategy managed from US.

Management Trainee in SAS Group AB followed as a project manager for SAS Norge CFO:We were given specific tasks and joined the local management team on each stay.My stops: Fornebu, Gardermoen, Bodø (Wideroe), Stockholm (HQ) and Frankfurt (Star Alliance)Some of my tasks: - OnTime TurnAround project in SAS Norge working with a cross operational team in SAS. SAS became the best airline in Europe after a few months with this project. - Establish SAS Norge KPI reporting on the intranet with top performance indicators from each directors department in the CEO team. - Supply chain management project: Logistics around buy on board from purchase and storage to sale and cash in bank. Focus was both reducing risk and increase efficiency.- Benchmark analyses of the 3 dominating airline alliances in the world.

Worked as auditor in assurance and in some projects in PwC's consultant department the last year.Clients within retail, industry and technology, including a few listed companies.