Greater Oslo Region
After years across LNG, offshore and subsea developments with TotalEnergies, Aker Solutions and SLB OneSubsea, one thing has become increasingly clear to me: Large capital projects rarely drift because of technology alone. They drift when organizational complexity starts weakening governance, interfaces and execution discipline across operators, contractors and global supply chains operating under pressure. Throughout my career, I have operated across complex EPC and operator environments involving portfolio coordination, execution readiness, SPS/SURF/FPSO interfaces, commercial governance and industrial-scale delivery models across Europe, Africa, the Middle East and Asia. What increasingly interests me is how industrial organizations improve execution predictability at scale — not only through technology, but through stronger governance clarity, better decision quality and operating models capable of sustaining performance under growing complexity. I believe this is becoming one of the defining differentiators of the next generation of energy projects.
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).