Oslo, Oslo, Norway
Transformation and operating model leader with a track record of designing and implementing scalable structures, shared services and enterprise platforms in complex, international organizations. Works closely with executive management to translate strategic ambitions into pragmatic operating models, governance and processes that improve execution, scalability and business performance — particularly in environments characterized by growth, restructuring, acquisitions or integration. Brings experience from both executive roles and hands-on leadership of large-scale transformation initiatives, including end-to-end responsibility from strategy through execution and implementation in companies such as Telenor, Schibsted and Hurtigruten. Typically engaged in complex situations such as post-merger integration, operating model transformation and enterprise platform initiatives — with a focus on technology (e.g. Workday, SAP, Microsoft), shared services and establishing scalable, data-driven structures. Known for aligning business, HR and technology stakeholders and leading mixed teams to deliver tangible, value-driven outcomes.
I work with executive management and business leaders on transformation and operating model changes in complex organizations, often in connection with growth, restructuring or integration. The work typically sits at the intersection of staff functions, digital platforms and operating model design, with a focus on moving from fragmented structures to more standardized and scalable ways of operating. I take on roles ranging from early-stage assessment and target definition to leading implementation, depending on the situation and needs of the organization. Typical areas of work include post-merger integration (organizational and operational), joint staff/business operating model design, shared services and HR platform initiatives (e.g. Workday/SAP/Microsoft etc), as well as stabilization and further development of existing transformations. Focus on making things work in practice — aligning structure, processes and platforms to support better execution and more efficient operations.
Reporting to the Chief Sustainability Officer, advising Executive Management on shaping and operationalizing the new Group structure and developing a more standardized and scalable People operating model across the Group. Led nordic initiatives to standardize and digitalize HR across more than 70 companies in close collaboration with Business Area/Unit HR, including implementation of a Group-wide HRIS, establishment of a common HR reporting and data framework, and integration with payroll platforms. The work contributed to building a more integrated scalable HR platform and governance structure to support growth, acquisitions and improved reporting, while strengthening data-driven decision-making, culture and sustainability reporting across the Group.
Reporting to Business Area CEOs and the Chief Digital Officer, advised executive and business unit management on transformation, organizational development and operating model evolution across a global business. Played a central role in transforming Hurtigruten from a predominantly Norwegian organization into a global group structure, including defining and implementing a new HR strategy and operating model with global services, governance and standardized processes. I had global responsibility for key transformation initiatives, including organizational restructuring, rightsizing and post-merger integration (PMI) with a focus on organizational, digital, operational and platform integration, as well as the relocation of group functions and parts of the business to London. Supported the establishment of a new digital division combining onsite, nomadic and gig-based talent models, and worked closely with leadership teams to align organization, capabilities and structure with evolving business needs.
Worked on strategic initiatives related to digitalization and modernization in a complex and highly regulated public sector environment. Contributed to the development of future-oriented capabilities, including considerations around legacy system landscapes, operating models and long-term planning. Recruited to a global executive role after a short tenure.
Reporting to the EVP People, played a key role in transforming a legacy, matrixed HR function from decentralized, company-specific structures to a more integrated and scalable operating model with shared systems, processes and teams across the organization. Led the Group People transformation portfolio, including the Transformation PMO and a team of project managers, driving large-scale initiatives across a complex international environment. Held ownership of HR Operations and the global Workday platform and HR Technology function, ensuring alignment between platform, processes and governance to support a more standardized and efficient operating model. Played a central role in the carve-out and IPO of Adevinta, including defining and implementing the post carve-out operating model and ensuring continuity and scalability of HR processes, systems and services across entities. Worked closely with executive and business leadership to align operating model, platform and governance with business strategy, supporting growth, integration and the development of a scalable Nordic structure.
Reporting to the EVP People, led the transformation of the global HR technology landscape in a complex, matrixed organization, moving from fragmented, local solutions to a unified People platform based on Workday across countries and business units. Established and led a global, multi-disciplinary Centre of Expertise for Digital HR, with responsibility for development, operations and continuous improvement of the Workday platform. Acted as system owner for Workday HCM, delivering shared global HR services across 18 countries and enabling standardized processes, a common data model and improved analytics for data-driven decision-making. Led the Digital HR and HR Operations stream in the Schibsted/Adevinta carve-out and IPO, ensuring alignment of systems, processes and services across entities. Worked closely with HR and business stakeholders to embed the platform as a core enabler of a more scalable and standardized operating model.