Morten Taksrud

Morten Taksrud

Title: Principal
Language: English, Norwegian
Location: Stavanger, Norway

Overview and professional focus


More than 20 years’ experience working with CxOs in IT strategy design and execution, enterprise architecture, business operation and service delivery in several industry sectors such as oil and gas, telecommunication, financial services, aquaculture and public. Professional qualifications in enterprise architecture, IT governance and management, cybersecurity and privacy.

Result-oriented adviser with proven success in large-scale IT strategy and architecture projects for both private and public-sector clients.

Proven ability to transform the IT capability of organisations, in addition to, creating or reinvigorating their enterprise architecture capability. Deep functional knowledge of It systems, databases, networks and end-point solutions.

Systematic and pragmatic approach to solving challenges. High personal integrity and a proven facilitator and team builder who is able to create an environment where employees feel motivated to achieve exceptional business performance.

Extensive delivery expertise with highly commendable stakeholder management skills. Excellent communication skills and extensive experience with multicultural teams. Worked across Europe and the Middle-East.

Strengths in:

CAREER STRENGTHS AND HIGHLIGHTS


IT Strategy – led multiple engagements to assess existing IT capabilities with the view to improve service delivery. Applied frameworks to review, design and build target operating models for IT portfolio management, IT governance, project delivery, application and network solution design, and IT operations. Crafted detailed roadmap plans to lead clients towards the desired target state.

Enterprise Architecture – lead architect on multiple large-scale enterprise architecture engagements implementing strategy and improve service delivery. Solid working knowledge of several international enterprise architecture frameworks. Demonstrated ability to design and build architecture practices.

Stakeholder Management – ability to work comfortably alongside CxOs for large private and governmental clients. Able to navigate and negotiate with difficult stakeholders to obtain mutually agreed outcomes.

Innovation – consistently ahead (early adoption) with the understanding of new and emerging technologies.

Engagements


Neptune Energy

Duration: 2019-01 – 2019-02
Project: Global infrastructure services architecture
Role: Enterprise Architect (SME Subject-matter expert )

Project background
After several mergers and acquisitions the client needed help in identifying and describing the global infrastructure services in use in the organisation.

Main responsibilities and deliverables
Responsible for developing a format for describing the global infrastructure services and conducting interviews and workshops with key resources at the client to gather the necessary information.

Results and benefits
Still ongoing

Sparebank 1 SR-Bank

Duration: 2018-10 –
Project: Enterprise Architecture ambitions
Role: Enterprise Architect (SME)

Project background
The client’s management team decided in September 2018 to invest time and resources into developing a holistic and expedient ambition level and target for an enterprise architecture as a function. The resulting target description was also to serve as the basis for developing a specification for a enterprise architecture management system.

Main responsibilities and deliverables
Responsible for setting the ambition level and developing the description of the enterprise architecture function together with a team representing different part of the client’s organisation. The development process was mainly through a series of workshops including “homework” for the participants in between the workshops.

Results and benefits
In addition to setting the ambition level and developing the target state of the enterprise architecture function the series of workshops also served as a place to discuss ideas and to learn, which was especially important for those in the team with minimum or no knowledge of enterprise architecture.

Gyldendal Norsk Forlag

Duration: 2019-01 – 2019-01
Project: Technical Due Diligence
Role: Enterprise Architect (SME)

Project background
The client had started the development of a new platform intended to serve as the basis for all future development of digital products and services. However, the platform creation was initiated by the developers (“bottom-up”) and the client wanted an evaluation by a third party of the choices made in regards to technology before further investments into the platform was approved.

Main responsibilities and deliverables
Responsible for evaluating the developed and future plans for the platform through interviews of key employees and review of existing documentation. The methodology used in the project usually requires 5-6 weeks, but we had to scale it down to two weeks to make it acceptable for the client.

Results and benefits
The project confirmed that the technology decisions made by the developers made sense given the client’s context, but identified several issues in regards to how the client needs to organise the platform development to be able scale the platform to support all future digital product and service development.

Insr

Duration: 2018-10 – 2018-12
Project: As-is application architecture mapping
Role: Enterprise Architect (SME)

Project background
After a series of mergers and acquisitions the client needed help in getting an overview their current IT landscape before deciding on a new strategy for the company.

Main responsibilities and deliverables
Responsible for developing architecture models describing the client’s IT landscape. The models were developed using open group’s archimate standard. Several views were developed, each describing a part of the IT landscape in the context of one of the core processes in the organisation.

Results and benefits
Archimate based models describing the client’s IT landscape were developed together with a requested memo outlining our thoughts on the potential for consolidation and improvements.

Bufdir

Duration: 2018-10 – 2018-12
Project: Future management model for core application services
Role: Enterprise Architect (SME)

Project background
After a reorganisation the responsibilities for governing and operating the core IT-systems used to support the organisation’s core activities was moved to a different part of the organisation. This part of the organisation needed help to develop a governance and management model for these core application services

Main responsibilities and deliverables
IT-Governance and management SME in the project which through a series of workshops together with the client developed a new model for governing and managing the core application services in scope.

Results and benefits
The governance and management models for the core application services was developed together with the client’s team.

Sparebank 1 SR-Bank

Duration: 2018-01 – 2018-06
Project: GDPR Implementation
Role: Enterprise Architect & GDPR SME

Project background
The client had before this project started completed a maturity assessment together with Capgemini in connection to the new regulation introduced by the GDPR. Based upon the findings and the recommendations from the maturity assessment the client wanted help in implementing the changes necessary to become GDPR compliant.

Main responsibilities and deliverables
Responsible for the architecture and technology subproject in the bank’s project to implement the changes necessary to become GDPR compliant. Became responsible for the process subproject during the project, and was in addition one out of two SME’s on the GDPR.

Results and benefits
Improvements in process, technology, contracts and more to ensure that the client became compliant to the GDPR.

EM1 SR-Eiendom

Duration: 2018-04 – 2018-06
Project: GDPR Maturity Assessment
Role: GDPR SME

Project background
The client needed help in assessing their maturity in relation to the regulations in the new GDPR.

Main responsibilities and deliverables
GDPR SME participating in developing a GDPR maturity assessment for the client.

Results and benefits
A GDPR maturity assessment was developed outlining the discrepancies that the client needs to address.

Randaberg Municipality

Duration: 2018-01 – 2018-06
Project: Digital Strategy roadmap
Role: Enterprise Architect

Project background
The client had developed a new IT-strategy focusing on digitalisation, but wanted assistance in developing a more concrete roadmap to achieve the strategic objectives.

Main responsibilities and deliverables
Responsible for conducting workshops with key resources from the municipality’s nine service areas to identify, evaluate and prioritise potential digitalisation activities, in addtion to securing ownership to the digitalisation journey amongst the municipality employees.

Results and benefits
The project resulted in a report and a roadmap that was presented to the municipality’s management by the end of the project. The suggested measures and the roadmap now forms the basis for budgeting in relation to the digitalisation of the municipality.

Swire Oilfield Services

Duration: 2017-06 – 2017-09
Project: Digital Strategy
Role: Enterprise Architect (SME)

Project background
The client wanted to explore if new digital tools could contribute to a more effective business operations as well as explore new and unexploited business opportunities.

Main responsibilities and deliverables
Responsible for the architecture and technology stream in the project which over a period of 12 weeks developed a digital strategy for the client. Assessment of the current IT-landscape, selection and evaluation of potential new technologies in relation to a selection of use cases being considered, as well as input to the usefulness of each use case was part of the scope.

Results and benefits
The project resulted in a roadmap for digitalisation including a business case for each initiative. The client are now using the roadmap to transform the organisation and establish new business opportunities.

Statoil

Duration: 2017-05 – 2017-11
Project: SAP Improvement project Role: PM & SME

Project background
The Capgemini operations team at the client which amongst other things is responsible for operating and developing the client’s SAP environment needed help in addressing some issues within the Cross systems team that the client was not satisfied with.

Main responsibilities and deliverables
Responsible for identifying, describing and developing solutions to the issues identified within the cross systems area together with the team and the client.

Results and benefits
An activity plan to address the identified issues were developed and handed over to the new manager of the cross systems team.

Sparebank 1 SR-Bank

Duration: 2017-04 – 2017-06
Project: Security audit
Role: Auditor

Project background
As part of an annual security audit the client needed help to perform the assessment. The assessment was to be based on the ISO/IEC 27000:2013 family of security management systems (ISMS) with special focus on security in communication, procurement, development and maintenance.

Main responsibilities and deliverables
Morten was responsible for performing the audit as well as developing the audit report presented to the client as the main deliverable. Several key people at the client was involved in the audit through participating in interviews or answering the questionnaires that was used to gather the necessary information for the audit.

Results and benefits
An annual security audit performed by an external entity such as Capgemini Consulting does not only give the client an insight into their current security issues and potential for improvement, but also serve as legitimisation of the security efforts performed by the client.

Telia Company

Duration: 2016-06 – 2017-03
Project: General Data Protection Regulation (GDPR) implementation
Role: Lead Enterprise Architect

Project background
The client was in the process of assessing how the new General Data Protection Regulation (GDPR), adopted by the European Parliament in April 2016 and will become law within the European Economic Area (EEA) by May 2018, would affect them. This new law will give EEA citizens greater rights in relation to how information about them are managed by companies and organisations.

Main responsibilities and deliverables
Responsible for the development of the a target architecture (”blueprint”) based on the organisation’s legal interpretations of the GDPR as well as on the articles in the law itself. The work was at first performed as a part of the Group Privacy Officer’s team, which was responsible for guiding and coordinating the work to assess current privacy management practices and identify the changes needed to become GDPR compliant, and later of a group wide GDPR program with country specific projects in each of the organisation’s business units. Architecture alignment and coordination between the different country specific projects was also a large part of the responsibilities after the overall target architecture was completed.

Results and benefits
In an organisation with very independent business units, one of the main purposes of the group level GDPR initiative was to guide and support each business unit in their GDPR effort as they in the end was responsible for becoming GDPR compliant. A common target architecture on a so-called logical level avoided that every business unit had to start from scratch, but instead allowed them to focus on both legal, business and technical issues that where specific for them. The target architecture together with the alignment and coordination activities also helped to identify common ways of working within certain areas as well as common IT components and solutions across the business units.

The Norwegian Maritime Authority

Duration: 2016-01 – 2016-05
Project: Assessment of operational reporting
Role: Adviser

Project background
The primary purpose of the project was to create an overall description of the future state and look at opportunities for future reporting solutions based on the client's needs.

Main responsibilities and deliverables
The project used questionnaires and workshops with key resources in the organisation to look at organisation structure, process, prioritisation, information models, functionality, architecture and technology, and developed a high-level plan for how to realise the desired future state.

Results and benefits
The connection between operational reporting and the KPI structure used in the organisation, or the lack of such was one of the main findings of the project in addition to the description of the future state for operational reporting and the roadmap for how it can be realised.

Trac ID System AS

Duration: 2015-03 – 2015-07
Project: Development of the Asset Management solution TracASSET
Role: Project manager

Project background
Established in 2005 from a merger of three different Norwegian initiatives, which all focused on utilising RFID technology in the oil and gas industry, the client used Capgemini as its software development partner developing the main bulk of necessary software for utilising RFID in asset management from scratch.

Main responsibilities and deliverables
Stepped in as the project manager in the software development project for a period of four months responsible for ensuring milestone deliverables within the timeframe agreed with the client.

Results and benefits
The agreed milestone deliverables were achieved, but further development of the product was stopped as the company was sold to a larger market player.

Altibox AS

Duration: 2014-08 – 2014-12
Project: Establish governance structure for enterprise architecture
Role: Enterprise architect

Project background
The client had a lack of coordination across all the different initiatives and business units in regards to enterprise architecture and wanted to establish a governance structure with clear bodies, roles and processes for enterprise architecture.

Main responsibilities and deliverables
Responsible for the establishment of governing bodies, roles and processes for enterprise architecture at the client with the aim of achieving increased coordination across new as well as ongoing projects and initiatives. Acting in the role as Enterprise Architect, reporting to the Chief Technology Officer, pending the appointment of a permanent candidate for the role.

Results and benefits
The governance structure for enterprise architecture was agreed upon, but the implementation was handed over to the new permanent candidate for the Enterprise Architect role.

Altibox AS

Duration: 2014-05 – 2014-06
Project: Ensuring premium service quality (E2E Control)
Role: Project manager

Project background
To ensure premium service quality the client established an umbrella project consisting of three sub-projects, each focused on the different aspects of delivering premium service quality.

Main responsibilities and deliverables
Responsible for ensuring progress in the three sub-projects and report to the steering committee until the sub-projects in the umbrella project was either completed or continued as separate projects.

Results and benefits
Two out of three sub-projects completed their deliverables before the umbrella project was reorganised, while one continued in the new project structure.

Lyse Produksjon AS

Duration: 2013-07 – 2014-05
Project: Construction of a new hydroelectric power plant (Lysebotn II)
Role: Adviser

Project background
The client needed a new and better Capital Program Management Software (CPMS) to improve planning and better support the construction of a new hydroelectric power plant.

Main responsibilities and deliverables
Responsible for the assessment and recommendation of the available CPMS solutions and platforms, description of requirements and selection of supplier to implement the necessary customisations and adaptations.

Results and benefits
An open source document management platform was selected based on the client’s requirements and a customisation partner was selected to help them customise the solution to suit the client’s needs.

Wintershall Norge AS

Duration: 2013-11 – 2014-03
Project: Procurement of operational services for LCI
Role: Technical project manager

Project background
The client was in the process of procuring a new Lifecycle Information (LCI) solution and needed in addition to identify a supplier of the operational services for that solution.

Main responsibilities and deliverables
Responsible for preparing the technical requirements and develop the request for proposal for the operational services of the client’s planned Lifecycle Information (LCI) solution.

Results and benefits
The request for proposal documents was completed, but the procurement of the new LCI solution was postponed due to changing requirements.

The Norwegian Petroleum Directorate

Duration: 2013-02 – 2013-10
Project: Procurement of new National Data Repository (NDR)
Role: Stream lead

Project background
The client is responsible for operating and coordinating activities related to the National Data Repository (NDR) for storing seismic, well and production data on behalf of a joint venture consortium between the majority of oil companies operating on the Norwegian continental shelf. The consortium had decided to procure a new solution for the NDR and the client needed help and advice in the procurement process.

Main responsibilities and deliverables
Responsible for establishing a structured and methodical way of working for the technical work group, to enable structured requirements capture in relation to the new National Data Repository (NDR). Advise and support the head of the technical work group throughout the procurement process.

Results and benefits
Request for information (RFI) and Request for proposal (RFP) documents was developed and distributed. Evaluation of candidates was performed and a new product and service provider selected.

GDF SUEZ E&P Norge AS

Duration: 2013-05 – 2013-06
Project: Governance model for the business management system (BMS)
Role: Enterprise architect

Project background
The client needed advice on how to govern their Business Management System (BMS).

Main responsibilities and deliverables
Participated in project to identify, develop and establish the necessary governance processes related to the client’s management system. It included defining the terminology, developing the governance processes and describing the governing roles.

Results and benefits
A governance model for the management system was developed.

Wintershall Norge AS

Duration: 2012-11 – 2012-12
Project: Structuring of project approach (Maria)
Role: Adviser

Project background
The client had recently become the operator of a new offshore oil field and needed help in how to structure the project approach for developing the field.

Main responsibilities and deliverables
Participated in structuring the client’s approach to managing the offshore oil field project.

Results and benefits
The project was postponed in the early stages and when i later was restarted it was with a different project team.

Kuwait Oil Company (KOC)

Duration: 2012-08 – 2012-10
Project: Improve process effectiveness for production efficiency
Role: Enterprise architect

Project background
The project was aimed at increasing the efficiency of the existing production system for oil and gas by increasing the visibility of potential production effectiveness improvements, and to maximise the value of an asset by using production efficiency measures throughout the life-cycle of the asset and pave the way for a continuous improvement culture in the operation of the asset.

Main responsibilities and deliverables
Part of a team who conducted workshops with the client’s employees, analysed and identified process improvement potentials.

Results and benefits
The project developed a set of recommendations for how to achieve the state goal of efficient production.

Seadrill

Duration: 2012-04 – 2012-06
Project: Global Infrastructure Management transition
Role: Service manager

Project background
The client was in the process to change from one service provider of IT infrastructure services to another.

Main responsibilities and deliverables
Responsible for parts of the transition to the new service provider. Due to the expiration of existing contract a transition that usually takes 6-8 months had to be completed in 2-3 months.

Results and benefits
Project was handed over to a new service manager after 3 months when Morten changed employer.

Skanem

Duration: 2012-03 – 2012-06
Project: Management for hire
Role: IT manager

Project background
Instead of employing an IT manager at group level the client decided to hire a resource externally.

Main responsibilities and deliverables
Ensured necessary strategic and operational IT management for the client globally for the period of the project.

Results and benefits
Fulfilled the role as IT manager as expected for the designated period.

Statoil ASA

Duration: 2009-11 – 2010-06
Project: Global Licence Information
Role: Project manager

Project background
The purpose of the Global Licence Information (GLI) project was to address challenges related to the administration of E&P licence information.

Main responsibilities and deliverables
Responsible for project scoping, planning, reporting, resource allocation etc.

Results and benefits
The project was handed over to a new project manager before completion due to a planned leave of absence on Morten’s part.

Norwegian Public Roads Administration

Duration: 2008-06
Project: Evaluation of technical system architecture (for Au2sys, HL1)
Role: Consultant

Project background
The Norwegian Public Roads Administration is responsible for the planning, construction and operation of the national and county road networks, vehicle inspection and requirements, driver training and licensing.

The purpose of the project was an external and independent evaluation of the system architecture and the technology choices in the completed parts of the Au2sys project, called HL1. The evaluation was to be the basis for the planning of future phases of the project. One of the alternatives under consideration was to reject all the work done over several years and start from scratch with another system architecture and other technology choices.

Main responsibilities and deliverables
Responsible for performing the evaluation and develop an evaluation report.

Results and benefits
Based on the evaluation report the project was continued, taking the evaluation reports suggestions for improvements into account in the further development work.

Marine Harvest ASA

Duration: 2007-06 – 2008-01
Project: Global Active Directory Implementation
Role: Project manager

Project background
Marine Harvest ASA is one of the largest seafood companies in the world, and the world’s largest producer of Atlantic salmon. In 2015 the company employed 11 700 people, was represented in 24 countries and had a turnover of NOK 28 billion. Marine Harvest was also listed on the Oslo Stock Exchange (OSE) and the New York Stock Exchange (NYSE).

The purpose of the project was to implement a new common global Active Directory for the entire Marine Harvest Group, migrating users and data from the six existing Active Directory implementations in the group.

Main responsibilities and deliverables
Responsible for project scoping, planning, resource allocation, reporting etc.

Results and benefits
The project was completed in record time according to Microsoft Magazine, which said it was the fastest Active Directory migration project ever.

Marine Harvest ASA

Duration: 2007-01 – 2007-07
Project: Management for Hire
Role: Manager of global IT infrastructure and operations

Project background
Marine Harvest ASA is one of the largest seafood companies in the world, and the world’s largest producer of Atlantic salmon. In 2015 the company employed 11 700 people, was represented in 24 countries and had a turnover of NOK 28 billion. Marine Harvest was also listed on the Oslo Stock Exchange (OSE) and the New York Stock Exchange (NYSE).

The client needed to fill the role as Manager of global IT infrastructure and operations, which reported to the group director of IT and communications.

Main responsibilities and deliverables
Hired as the Manager of global IT infrastructure and operations reporting to the group director of IT and communications. The primary activity was to plan, coordinate and execute IT integration activities across the new company after the merger of “old” Marine Harvest, Pan Fish and Fjord Seafood.

Results and benefits
The activities performed in the Manager of global IT infrastructure and operations role was crucial for the successful merger of IT (systems as well as IT organisations) after the merger of the three largest companies in the industry.

Pan Fish

Duration: 2006-10 – 2006-12
Project: Post-merger integration (PMI)
Role: Enterprise architect

Project background
The client was in the process of a three-way merger between the globally three largest companies in the industry and the vice president of IT needed help and advice in the merger and integration process.

Main responsibilities and deliverables
Responsible for assisting and advising the president of IT on integration of IT and IT organisation issues after the merger of Pan Fish, Fjord Seafood and Marine Harvest.

Results and benefits
The activities performed in this adviser role lead directly to being hired as the Manager of global IT infrastructure and operations.

A/S Norske Shell

Duration: 2006-04 – 2006-09
Project: Oil filed development (Ormen lange)
Role: Security consultant

Project background
As part of developing the oil field and preparing for the operator company the client needed to develop a secure and standard interface between the IT process domain and the office domain.

Main responsibilities and deliverables
Responsible for developing the IT security and governance standards, guidelines and procedures for the process domain of the ormen lange project by building on and contribute to the Shell internal standard “Data Acquisition and Control Architecture – DACA”. The Shell internal DACA standard builds on both ISO 27001 and the ITIL standards.

Results and benefits
The security and governance standard was developed in cooperation with the team developing the client’s internal standard.

HEMIT – Health Region Mid-Norway IT

Duration: 2006-03 – 2006-08
Project: Information architecture
Role: Enterprise architect

Project background
The client needed to develop an information architecture to enable the IT vision “Provide correct information to the right person at the right time”.

Main responsibilities and deliverables
Responsible for facilitating and developing the information architecture in close cooperation with key employees at the regional health authority.

Results and benefits
Although progressing as planned the project was stopped due to lack of funding.

SCA

Duration: 2005-12 – 2006-02
Project: SAP operations
Role: SAP basis consultant

Project background
The client needed help on its SAP support and basis teams to provide the necessary service levels.

Main responsibilities and deliverables
Responsible for assisting the client’s SAP support and basis teams.

Results and benefits
Fulfilled the role as expected in the period.

Hydro IS Partner

Duration: 2005-10 – 2005-11
Project: SAP GUI rollout
Role: Project manager

Project background
The client needed to update Yara’s SAP GUI frontend software globally.

Main responsibilities and deliverables
Responsible for planning and execution of the rollout of a new SAP GUI (640) to Yara locations in 28 countries.

Results and benefits
The rollout was completed as planned.

Ekornes

Duration: 2005-08 – 2005-10
Project: SAP CRM implementation
Role: SAP basis consultant

Installation and configuration of SAP CRM.

DNB NOR

Duration: 2004-11 – 2005-07
Project: Single sign-on – specification
Role: Enterprise architect

Development of specifications for internal single sign-on. Specification of proof-of-concept and target for use of the SAML standard in DnB NOR.

Norwegian Coastal Administration

Duration: 2004-11
Project: SHIPREP 2005 – specification
Role: Enterprise architect

Development of specification for SHIPREP 2005 based on the architecture developed during the architecture project.

DNB NOR

Duration: 2004-08 – 2004-11
Project: Single sign-on
Role: Enterprise architect

Documentation of existing authentication solutions. Logical design of a common authentication infrastructure for all DnB NOR systems, internal as well as external, and development of a concept for single sign-on.

Norwegian Coastal Administration

Duration: 2004-05 – 2004-10
Project: SHIPREP 2005
Role: Enterprise architect

Development of information and application architecture for the Norwegian Coastal Administration's application portfolio for pilotage and vessel traffic monitoring.

Cap Gemini Ernst & Young Norge AS

Duration: 2003-12 – 2004-03
Project: SAP upgrade
Role: SAP basis consultant

Upgrade of internal SAP systems from 4.6B to 4.7

University of Stavanger (UiS)

Duration: 2003-12
Project: IT health check
Role: Consultant

Assessment of how IT is used and organised at the university of Stavanger (UiS).

Sør-Trøndelag County Municipality

Duration: 2003-11
Project: IT-Security Consulting
Role: Technical expert

Technical security test (penetration test) as part of a larger information security project.

Norplan A.S

Duration: 2003-01 – 2003-10
Project: Design and Implementation of GIS and GIS Integration
Role: IT architect (system engineer)

Design and integration of a geographical information system (GIS) for five directorates of the Abu Dhabi municipality in the United Arab Emirates. Mapping of processes, description of requirements, development of new processes, IT organisation, roles and responsibilities, change management etc.

The Norwegian Oil Industry Association

Duration: 2002-11 – 2002-12
Project: Environment web
Role: IT architect

Design and specifications of a common solution for discharge and emission reporting from the petroleum activity on the Norwegian continental shelf. The project was a collaboration between the Norwegian Pollution Control Authority (SFT), the Norwegian Petroleum Directorate (NPD) and the Norwegian Oil Industry Association (OLF).

Sandnes Sparebank

Duration: 2002-10 – 2002-12
Project: Security testing
Role: Lead test planner

Test of the banks online banking system by use of hacker methods and tools.

ConocoPhillips

Duration: 2002-09 – 2002-10
Project: Geo replacement
Role: Database consultant

Data mapping of old generic geo database towards Landmark’s OpenWorks.

Rieber & Søn

Duration: 2002-04 – 2002-07
Project: SAP implementation pilot project
Role: Stream lead IT architecture & governance

International SAP implementation pilot project covering the Nordic countries and countries in Eastern Europe such as the Czech Republic, Slovakia, Poland and Russia. Describe the IT requirements. Development of new IT processes, IT organisation, roles and responsibilities, change management etc.

Roxar

Duration: 2002-04
Project: Security audit (ISO 27001)
Role: IT security auditor

Review of existing IT security processes, procedures and solutions. Description of the improvement potential and the changes needed to achieve better security.

Norske Skog Industrier ASA

Duration: 2001-09 – 2002-02
Project: SAP authorization enhancement
Role: SAP authorizations consultant

Assist SAPCC at Norske Skog with authorizations in SAP R/3.

Hydro Aluminium

Duration: 2001-09
Project: HAMP security test
Role: Test lead

Penetration test of the “Business to Business” portal HAMP and the related infrastructure.

Novozymes A/S

Duration: 2001-05 – 2001-07
Project: SAP R/3 Euro conversion
Role: Technical Adviser (SAP basis)

Euro conversion of SAP R/3 systems to achieve Euro compliance for countries inside of the EMU. Responsible for technical settings, describing and documenting interfaces and interfacing systems, and conversion scenarios.

Norske Skog Industrier ASA

Duration: 2000-10 – 2001-03
Project: SAP R/3 Euro conversion
Role: Technical adviser (SAP basis)

Euro conversion of SAP R/3 systems to achieve Euro compliance for countries inside of the EMU. Responsible for technical settings, describing and documenting interfaces and interfacing systems, and conversion scenarios.

Law Firm Selmer, Mauritzen & Co ANS

Duration: 2000-08 – 2000-09
Project: Systems and governance optimisation
Role: IT architect

Review of infrastructure and systems architecture. Development of operational routines.

Brødrene Bauer-Nilsen

Duration: 2000-02 – 2000-05
Project: SAP R/3 implementation
Role: Technical adviser (SAP basis)

Planning and implementation of SAP R/3 version 4.6b with SAP's “instant client” on Microsoft Windows NT and Microsoft SQL Server database.

ABB Offshore Systems

Duration: 1999-10 – 2000-03
Project: SAP R/3 upgrade
Role: SAP basis consultant

SAP R/3 upgrade, Oracle upgrade, correction of configuration errors on HP-UX and configuration of the transport system. The project also unexpectedly involved rescuing a corrupt production database.

TietoEnator Consulting AS

Duration: 1999-12 – 2000-02
Project: SAP B2B procurement test
Role: SAP basis consultant

Internal project for testing of SAP's B2B procurement solution.

BITS

Duration: 1999-07 – 1999-09
Project: Business blueprint
Role: SAP basis consultant

Development of system landscape for three companies planning to share one R/3 system. The methodology used was ASAP.

TietoEnator Consulting AS

Duration: 1999-06 - 1999-08
Project: Optimisation of TEC's internal SAP environment
Role: SAP basis consultant

Internal project to enable TEC to easier be able to do customer projects “in-house”. Solutions included improvement on testing and demonstration environment.

Hewlett Packard Norge A/S

Duration: 1999-02 – 1999-05
Project: Statoil B.R.A.
Role: SAP basis consultant

Participant in HP Consulting's project team at Statoil working on the B.R.A. project. Installation, upgrade, maintenance and problem solving in SAP R/3 as well as Oracle's database software.

ISI AS

Duration: 1997-05 – 1998-12
Project: Corporate 32-bit platform upgrade
Role: Internal IT resource

Planning and implementation of Microsoft Windows NT as ISI's desktop and server platform. Transition from Novel Netware servers to Microsoft Windows NT Servers. Network infrastructure.

ISI AS

Duration: 1997-05 – 1997-11
Project: Email and document management system
Role: Internal IT resource

Planning and implementation of Microsoft Exchange as ISI's mail and document management system. Transition from Microsoft Mail. Distributed environment with database replication between four locations.

Project included customisations and development to extend Microsoft Exchange's public folders functionality to achieve efficient document management on a nationwide scale as well as installation and configuration of the indexing engine Fulcrum Find.

Education

Master of Enterprise Architecture
Griffith University
2010-07 – 2012-06

Bachelor of Computer Science
University of Stavanger
1994-08 – 1997-05

Employments

Capgemini Norge AS
2014-05 –>

PwC
2012-08 – 2014-05

Capgemini Norway
2009-10 – 2012-08

Marine Harvest ASA
2008-08 – 2009-09

Capgemini Norway
2006-03 – 2008-06

Spring Consulting
2005-08 – 2006-02

Capgemini Norway
2004-04 – 2005-07

Cap Gemini Ernst & Young Norge AS
2001-01 – 2004-04

Cap Gemini Norge AS (Stavanger)
2000-06 – 2000-12

TietoEnator Consulting AS
1999-02 – 2000-05

ISI AS
1997-05 – 1999-01

ISI AS
1996-06 – 1997-04

Norsemen P.R. Ltd.
1995-08

Kanal 1
1995-06 – 1996-03

Radio FM
1993-06 – 1994-09

Radio Nettverk AS
1992-05 – 1993-12

Radio Vest A/S
1991-03 – 1993-04

A/S TV - VEST
1990-08 – 1993-03

The Norwegian Army, FDI 8 / IR 8
1990-04 – 1990-08

The Norwegian Army, District Command East (DKØ)
1989-11 – 1990-04

The Norwegian Army
1989-10 – 1989-11

Radio Vest A/S
1989-07 - 1989-10

Radio Vest A/S
1988-02 -- 1988-08

Courses

COBIT 5 Foundation
2015-10 – 2015-12

ISO/IEC 27001:2013 – Foundation and Practitioner
2015-05

Professional Behaviour & Business Conduct
2013-08

CSS Process analysis and improvement
2013-03

CSS Sales training
2013-01

Code of Conduct & Compliance
2012-08

Emerging Leadership Programme
2008-02

Advanced B&I Architecture
2006-07

Advanced Sec & Gov Architecture
2003-11

Advanced IS & TI Architecture
2002-03

DPMT – Division Project Management Training (Part III)
2002-01

DPMT – Division Project Management Training (Part II)
2001-10

IAF Fundamentals
2001-06

Security in IP-networks, Advanced
2001-05

DPMT – Division Project Management Training (Part I)
2001-05

SAP Basis
1999-02

Member of

The Norwegian Computer Society (DND)

Information Systems Audit and Control Association (ISACA)

Information Security Forum (ISF)

Languages

Norwegian: Mother tongue

English: Fluent

Certifications

Certified Senior Architect

ISO/IEC 27001:2013 Practitioner