Greater Oslo Region
I am an energy executive with more than 20 years of international experience in large-scale offshore and LNG developments. Throughout my career, I have focused on strengthening project predictability, capital efficiency and structured governance across complex, multi-billion-dollar portfolios. At TotalEnergies, I led planning and performance systems for major upstream and LNG developments, including the USD 17B North Field expansion, contributing to significant CAPEX optimisation and schedule discipline through reinforced cross-functional governance. Currently based in Oslo, I work at the intersection of: • Major offshore project execution • Portfolio-level performance management • EPC contract governance • Risk and cost transparency • Structural improvement of planning and controls systems I am particularly interested in how large energy operators industrialise execution excellence across portfolios while balancing capital discipline, safety and long-term value creation within the Norwegian context.
Business Manager Subsea | Deputy Project Director Led commercial strategy and execution governance for offshore subsea developments with TotalEnergies. Directed cross-functional teams (5–15 FTE) across planning, risk, cost control and client interface. Drove structural improvements in planning and reporting systems to increase delivery predictability. Strengthened performance visibility between offshore assets and corporate stakeholders.
Accountant for TotalEnergies Portfolio in Tender & Execution Phase Project Manager
Led planning and portfolio governance across flagship upstream and LNG developments. North Field Expansion (USD 17B LNG): Achieved 17% CAPEX optimisation Delivered measurable schedule acceleration Structured cross-asset planning governance systems Managed EPC contracts, risk exposure and performance reporting across multinational environments. Drove alignment between engineering, procurement, construction and finance functions.
Business improvement, development projects and business process reengineering. Monitor and control project contract activities: identification of prospective tenderers, call for tender preparation, tender evaluation and award and all post award contract administration throughout to contract close-out with developing a continuous cost reduction analysis (identification of situations/opportunities/issues/market conditions and economic indicators, including upcoming contract expiration).