Projects

The same craft, in industries that otherwise have little in common.

Below are three things I do again and again. The projects that follow are there to show that it holds.

Taking over something that has stalled

Projects that have lost momentum usually have one problem in common: no one has an actual overview any more. I always start there, by mapping what has been done, what has been paid for and what remains, before anything is set in motion.

Taking something complex through regulation

Regulated environments rarely stop because of a lack of will. They stop because no one knows the requirements well enough to find the way forward. I treat regulation as something you get through, not just something you describe.

Building structure that holds after I leave

What lasts is not individual decisions, but rules and systems that apply to everyone. The aim is for the organisation to manage without me.

01

PRiME: non-invasive monitoring of premature infants

Provida Medical, Oslo University Hospital and Finnish technology partners · 2022–2024

The project examined whether volatile organic compounds (VOCs) in the ventilator air can be used to detect infection and complications in extremely premature infants, without the equipment touching the patient or changing the ward's routines.

I was the commercial project owner and lead author of the technical description: system design, the regulatory assessment of prototype use without CE marking, a risk assessment across five risk areas, and a data handling regime in which no data leaves the hospital and the patient cannot be identified from the data set.

The project received approval from REK, the Regional Committee for Medical and Health Research Ethics, to begin first clinical testing in neonatal intensive care.

02

Taking over stalled construction projects

Property developers and one private homeowner · 2015–2019

Brought in to take over housing projects where the contractor had gone bankrupt or lost momentum. The work always started the same way: getting an actual overview of what had been done, what had been paid for and what remained. Then a budget for approval, recruitment of qualified tradespeople, and delivery through to handover. I had budget responsibility and purchasing authority within the approved budget.

Around twelve to fifteen homes completed in the period. Clients are not named.

03

Limitless Medicare

Compliance Director, management for hire · 2026–

Regulatory responsibility in a medtech company. The work covers building quality structure, plans for establishing a QA organisation in Turkey, and product approvals.

04

Bærum Lungeklinikk

2023–2024

Advice and project management for the relocation of the clinic: assessment of new premises, dialogue with the architect on conversion work, specification of IT and infrastructure requirements, and planning and delivery of the move. Contributed to a structured start-up in the new premises with minimal disruption to operations and a focus on efficient running and future capacity.

05

Spotz Global

Operational role · 2026–

Operational role in building the company, responsible for structure and organisation in an early phase. Compensated in equity. BPOC acts here as owner and operational management, not as an independent adviser.

Other engagements

  • IndigoRestaurant concept, structure and administrative systems2024
  • SkinMagicEstablishment, concept development and commercial framework2022–2023
  • NPCC – Norwegian-Polish Chamber of CommerceTalks and knowledge sharing on establishing a business in Norway2016–2017
  • MICASABusiness plans and assessment of new business areas2002–2003

Previous leadership roles

  • RekrutteringspartnerenDeputy chief executive, interim. Turnaround and national expansion2015–2016
  • ECOparkingChief executive, interim2014–2015
  • CLAREChief executive, interim. Marine lipids for nutraceuticals and pharmaceuticals2012–2014
  • Biorigin EuropaBuilt a European organisation from nothing, over EUR 50 million in turnover2007–2012

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