CFO at Biomega Group

• Mar 2021 - Present

Independent Consultant / Management for hire

• Mar 2015 - Feb 2021

Management for hire:• Biomega Group (2020 – ) Interim CFO• Roadworks / Veidrift (2018– 2020) - Deputy Managing Director with P&L responsibility for operating division with +100 MNOK turnover, in addition to Finance, HR, HMS and other adm functions. Responsible for about 70 people in total - Development of organizational culture to improve profitability and meet customer requirements, improvement and establishment of administrative and operational procedures, including HR and HMS system were key focus areas - Responsible for significant downsizing of the organization including closing down departments and laying of personnel in general due to termination of customer contracts and change of strategy• ICE (2018) – Establishing new financial structure for a new business area• Norwegian Airlines (2017/2018) - Acting / deputy Manager for Group Shared Services (+100 employees) - Streamlined group business operations to increase efficiency and reduce cost - Involved in SAP pre-project, Project manager for implementing a new Travel and Expense system in the group as well as other projects and ad hoc tasks• DNB (2017) – Structuring and streamlining of financial reporting and financial processes within the IT and Operations division • Wenaas Workwear (2015/2016) - the largest workwear company in Norway - Wholesale company with some in-house manufacturing. The company experienced significant restructuring in 2015/2016 - Responsible for various M&A activities: completed a successful fission process with short deadlines, completed all formal documents related to a fusion process, involved in acquisition of one company, the closing down of another and de-registration of a company in Singapore - Responsible for analyzing the future business of sales through local outlets and the subsequent closing down of this part of the business

Group CFO

• Mar 2014 - Feb 2015

• Entrepreneur group related to electrical installations with approx. 10 subsidiaries. • Led the finance and administration functions (6 persons), in-sourced the accounting function, significantly improved the quality of the accounts and the consolidation process and improved project control and profitability• Major focus on financing and securing funds. Rigid control of liquidity and frequent cash flow projections, close communication with the bank, including re-negotiation bank agreements, and entering into agreements customers and suppliers• M&A activity related to the sale and closing down of subsidiaries in addition to restructuring of the company structure• Secretary to the BoD and Board member in most of the companies in the group

Group CFO

• Sep 2012 - Feb 2014

• Leading manufacturer of PVC based industrial roofs and membranes. Roof contractor in Scandinavia, export sales to some 30+ countries. 1,100 MNOK turnover• Responsible for 10 people in the central finance department and head of finance in foreign subsidiaries• Improvement of transparency, data quality and risk management in the group and implementation of common accounting and reporting process and financial follow up of subsidiaries in Scandinavia, Poland and UK • Leading manufacturer of PVC based industrial roofs and membranes. Roof contractor in Scandinavia, export sales to some 30+ countries. 1,100 MNOK turnover• Responsible for 10 people in the central finance department and head of finance in foreign subsidiaries• Improvement of transparency, data quality and risk management in the group and implementation of common accounting and reporting process and financial follow up of subsidiaries in Scandinavia, Poland and UK

Management Consultant

• Oct 2011 - Aug 2012

• Development of prospectus for planned listing on the London stock listing• Conversion of accounts for foreign subsidiaries to IFRS, cash flow and investment prognosis, developed transfer pricing agreements and investment authority matrix • Development of prospectus for planned listing on the London stock listing• Conversion of accounts for foreign subsidiaries to IFRS, cash flow and investment prognosis, developed transfer pricing agreements and investment authority matrix

VP Finance - located in Haslum, Norway

• Oct 2008 - Oct 2011

• Ship supply group which quadruped in size through two acquisitions during the course of two years. Turnover ~ 500 MUSD• Responsible for global business control, analysis, financial reporting and supervision of 14 subsidiaries located in Europe, Middle East, Asia and America• Integration of newly acquired companies, both systems and processes, as well as teambuilding and creating a common company culture were important focus areas• Merging complex value chains with a massive amounts of data related to products, suppliers, customers and locations were important part of the role in addition to developing a common reporting practice throughout the division and supporting central and local business teams.

Project Manager Oracle ERP implementation - located in Lillestrøm, Norway

• Aug 2006 - Oct 2008

• Group responsible for planning and implementation of common ERP system (Oracle) for 14 plants in 11 countries in Europe.• Reported directly to Corporate Steering Group. Managed 10 employees and up to 100 consultants, plus indirectly managed a large number of employees partly involved in the project• Change management and leveraging best practice across all sites and functional areas• Development of common business procedures, standardized solutions, documentation, training and creating broad understanding of common goals were key focus areas

Project Manager Oracle ERP implementation - located in Toronto, Canada

• Jun 2005 - Jul 2006

• Group responsible for pre-project, planning and implementation of common ERP system (Oracle) for 10 plants in USA and Canada• Reported directly to Corporate Steering Group. Managed 5 employees and up to 100 consultants, plus indirectly managed a large number of employees partly involved in the project• Carried out a number of workshops involving personnel from all locations and functional areas, negotiations with Oracle, IBM and other suppliers• The project was a success and was completed on time and budget

Global Business Controller - located in Wisconsin, USA

• Jan 2003 - Apr 2005

• Manufacturing and trading business with a significant number of products and complex value chain. The division had sites located in the US, Brazil, Indonesia, China and Finland. Turnover ~ USD 200 mill. Head of finance in the companies reported to me• Strongly involved in strategic development and business development project • Responsible for carrying out and supervising continuous cost, working capital and customer improvement projects in the division• M&A, due diligence, investment analysis and valuation related to acquisition and merger projects

Finance and Administration Manager - located in Durango, Mexico

• Aug 2002 - Dec 2002

• Greenfield establishment. Responsible for finance, logistics and procurement for DOFC, region Americas. Established procedures and general setup of the unit

Global Business Controller - located in Lillestrøm, Norway

• Oct 2000 - Jul 2002

• Overall responsibility for finance and controlling within the division. The division had companies located in Norway, UK, UAE, Singapore, Indonesia, Australia, Mexico. Head of finance in the companies reported to me, directly or indirectly• Actively involved in strategy development and implementation

Financial Consultant - located in Lillestrøm, Norway

• Jun 1998 - Sep 2000

•Controlled and reported financial figures for the 10 units reported from Lillestrøm•Developed and improved procedures for the financial reporting process •Controlled and reported financial figures for the 10 units reported from Lillestrøm•Developed and improved procedures for the financial reporting process