Selected projects from my
15 years in product leadership

DNV had deep expertise in wind turbine decommissioning, delivered as manual reports. I led the work from first insight through to pilot-ready product then piloting, making the experts' decision logic explicit and testable. ReWind went from idea to paying customers in seven months, with Ørsted, SSE and Energia among the pilots, and later spun out as its own venture. Project at Reodor Studios.

As Entail's fractional Head of Product, I worked within the core team on discovery, product strategy, venture design, prototyping and user experience. We broke expert-dependent engineering workflows down to testable hypotheses and core flows, building a platform that streamlines offshore decision-making and cuts downtime, costs and emissions.

I invested in Aparta and worked hands-on with the founders on strategy, positioning and product, mapping user needs and sharpening the value proposition and story for both homeowners and investors. Later, I designed, built and implemented their new GTM process and user journey towards real-estate developers. The platform is now launching across Europe.

Shipping companies lacked accurate, audit-ready emissions data for compliance and decarbonisation. As part of the core venture team inside Wilhelmsen, I led insight and concept work, connecting service logic, product strategy and UX, and making the critical data trade-offs explicit. Revelle is today a corporate venture with solid traction in the market. Project at Reodor Studios.

CCUS projects often stall early because business cases are slow, fragmented and person-dependent. With DNV's venture team, I led concept and early product development, and we built an LLM-based prototype that guides users through CCUS strategy and business case work. DNV got a validated direction for further productization. Project at Reodor Studios.

Construction generates enormous volumes of surplus rock and soil, most of it going to landfill. I led strategy, discovery, prototyping of Feiring's new circular business area, from field studies with contractors to a pilot-ready concept with pricing and business model. Feiring later made a strategic acquisition based on the recommendations. Project at Reodor Studios.

Standard Online faced digital-first competitors and rising expectations for self-service. I supported the product team through a redesign of pricing and subscription logic, simplified onboarding and buying, and new features to lift customer value and retention. The result was a more SaaS-oriented, scalable setup. Project at Reodor Studios

Onboarding international cash pool customers took 19 weeks, involved up to 16 people across eight departments, and cost DNB 37 million NOK a year. I led the cross-functional redesign from as-is mapping to a piloted new tech-powered process and client journey. The business case estimated 41 percent lower internal costs. Project at Designit.

Nature risk and new regulations (EU taxonomy, CSRD, TNFD) pushed biodiversity onto the corporate agenda, but DNV had no commercial services in the space. I led a structured exploration combining market research, business design, user insight and financial modelling, testing willingness to pay with real customers. DNV moved forward on the top recommendation, including an acquisition track that was later completed. Project at Reodor Studios.