Oslo, Oslo, Norway
Finance leader with broad international experience in FP&A, controlling, and end‑to‑end financial management across industrial and manufacturing environments. I’ve built and led finance functions through growth and transformation, strengthening performance management, governance, and operational efficiency. My background includes Group CFO and senior finance roles where I’ve supported complex operations with clear financial insight and a hands‑on, collaborative approach. I’m motivated by roles that combine strategic impact with practical execution and by developing teams that help the business make better, faster decisions.
As Group CFO of Jøtul, I led the company’s financial strategy and transformation agenda during a period of major operational transformations, including the relocation of manufacturing operations from Norway, Denmark and Italy to Poland. My role focused on strengthening financial governance, optimizing cash and working capital, improving processes, and securing the funding and refinancing required to support long‑term stability and development. Key contributions: - Led financial strategy, governance, and enterprise‑wide performance management during a period of major operational transformation - Strengthened cash management and working capital performance to support operational continuity and stability - Led the funding strategy and debt refinancing, securing capital under challenging market conditions. - Drove process improvements across finance, reporting, and internal controls, enhancing transparency and decision‑making - Partnered with the executive team and board on strategic initiatives, operational priorities, and long‑term value creation - Oversaw all core Group CFO responsibilities, including audit, tax, consolidation, budget oversight, and compliance
Lithium Werks is a global battery technology company manufacturing and distributing battery cells, modules, and energy‑storage solutions. During my tenure, the company operated in a fast‑growing scale‑up phase, with two factories in China, distribution centers in Europe and North America, and R&D in the US. The key contributions and responsibilities: - As CFO, led the financial strategy (with a substantial focus on fundraising), the governance, and the working capital optimization across global operations - Strengthened financial controls, reporting discipline, and liquidity management to support the operations and the scale‑up expansion - Oversaw cross‑functional initiatives to improve financial transparency, cost structure visibility, and data‑driven decision‑making - As Director of FP&A, I built the function from the ground up, establishing robust processes for reporting, budgeting, forecasting, and business analytics - Designed and implemented the company’s financial planning framework, enabling better visibility, control, and strategic prioritization - Partnered closely with the executive management team, providing decision support across product strategy, operations, commercial development, and capital planning
Walgreens Boots Alliance is one of Norway’s largest pharmaceutical wholesale and retail groups, with consolidated annual sales exceeding USD 1B. Key responsibilities and contributions: - Led the WBA Norway FP&A function, managing strategic planning, budgeting, forecasting, and monthly performance reporting - Managed and developed a team of six, strengthening analytical capabilities of the company and driving improvements in financial insight - Delivered high‑quality financial analysis to support commercial, supply chain, and operational decision‑making - Oversaw the Wholesale Controlling function (August 2018 to May 2019), ensuring accurate cost control, margin monitoring and financial risk management at all times, and successfully helping the business to win a major country-wide tender - Enhanced reporting processes and enabled more data‑driven, forward‑looking financial management - Partnered closely with senior leadership to translate business strategy into actionable financial plans and KPIs
Key responsibilities: - Coordination of the budgeting and forecasting activities at Nordic Area level (12 companies in six countries); - Consolidation and reporting to the upper headquarters; - Analysis of the monthly results; - Technical support and training; - Review and evaluation of potential acquisition targets; - Due diligence; - Business Integration.
As CFO of Otis Norway, I led the company’s financial strategy, strengthened governance, and supported business growth across both organic and inorganic initiatives. During this period, I oversaw the acquisition and integration of the largest independent Norwegian elevator company and managed the deployment of a new ERP across the organization. Key contributions: - Led financial strategy, planning, and performance management for the Norwegian business - Strengthened governance through enhanced controls, compliance, and reporting standards - Directed treasury, cash flow, and FX risk management in a multi‑currency environment - Managed M&A due diligence and financial integration activities - Oversaw ERP implementation and broader finance transformation initiatives - Partnered with the executive team on commercial and operational strategy - Led and developed a high‑performing finance team
In this regional role, I supported the financial integrity, governance, and operational performance of a multi‑country area spanning Northern Europe, Eastern Europe and Africa. (Otis was a division of United Technologies Corporation at that time). Key contributions: - Elevated the regional internal control and compliance framework, reducing risk exposure and strengthening financial discipline - Oversaw SOX compliance across all entities, ensuring rigorous testing, documentation, and alignment with United Technologies' global standards - Provided strategic accounting and reporting guidance to local/country CFOs and finance teams, improving close processes and consistency - Designed and implemented standardized financial policies and procedures, enabling operational efficiency across markets - Led compliance audits and drove corrective action in collaboration with country leadership - Built capability across the region through targeted training and financial governance development - Acted as key liaison with United Technologies' corporate internal audit and with external auditors, ensuring transparency and audit readiness.
I joined the internal audit department of United Technologies Corporation (UTC) in April 2006, as staff finance and operations auditor. In recognition of my strong performance and leadership, I was promoted to senior auditor in April 2008. Main contributions: - Conducted finance and operations audits across multiple business units in Europe, Africa and the US, assessing internal controls and operational effectiveness - Planned and executed audit engagements, from scoping through fieldwork and reporting - Led client interactions on-site, ensuring clarity, transparency, and alignment throughout the audit process - Performed detailed testing, risk assessment, and control evaluations to strengthen compliance and financial governance - Delivered audit reports and recommendations to local, regional, and corporate leadership - Coached and evaluated junior auditors, contributing to team capability development - Supported continuous improvement of audit methodologies and internal processes. In June 2009 I left the UTC corporate audit department to join Otis Elevator, another UTC business unit, as Regional Assistant Controller of the North & East Europe & Africa Area.