Ketil Sandvand

• Jobber i et tverrfaglig team som har ansvaret for omsetning og lønnsomhet for IOT • Tiltak som sikrer omsetning og kundeverdi • Utvikle, og levere på, Verdiproposisjoner for ulike kundesegmenter

• P&L and operational responsibility for Telway AS. • Turnover NOK 60 million and 50 employees. Personnel responsibility for five department heads • Served as CFO in a transition phase • Led successful restructuring and business transfer of the company. https://www.dn.no/telekom/telenor/arbeidsliv/telenor-avvikler-logistikkbedrift-50-mister-jobben/2-1-1622813 • Telway was 100% owned by Telenor, and distributor of their TV and broadband products for Telenor in Norway. This included logistics, inventory management, testing, product reuse and IT operations. • In 2023, Telway shipped out 500,000 main products and produced 150,000 for reuse (70%). • Productivity increased by more than 20%.

• Reported to CMO, and member of the B2B division management team • Approximately 40 employees, divided into 4 departments; Brand Marketing & Digital sales, 1:1 Sales and Marketing, Customer Insights, Data Management & Analytics. • Personnel responsibility for 4 department heads. Change management and downsizing. • Budget owner Brand and Marketing Communication. Sales responsibility for 1:1 and Digital sales. • Strategy and business development, including owner of projects and IT development • Telenor strengthened brand preference and took new positions in the market (5G and Security) • Streamlined sales and marketing by >30% using Leads marketing, Webinars, SEO, targeted and data-driven NextBestAction activities, as well as improvement of Digital sales processes • Increased self-service through improvement of customer journeys and services • Developed data-driven customer journeys and implemented marketing automation • Digitalization (PowerBi) and data management provided radically easier access to relevant insights • Developed Telenor Norway's roadmap for Data & Analytics, on behalf of the CEO

• Responsible for all direct sales and marketing activities, as well as development of customer insights. • Reported to the Sales Director, and member of the management team in Sales. • 20 employees divided into 3 sections; Direct (1:1) sales and activities, Campaign development and Analytics. • Organizational development, and personnel responsibility for 3 section managers. Change management, and downsizing. • Strategy and business development, including IT budget. Chair of steering groups. • Winner of Norwegian Computer Association's Innovation Award (2014) for Automated Sales Tips: - Best practice concept for data-driven omnichannel 1:1 sales and marketing activities. - 50% increase in mobile upselling and >50% increase in customer service sales. • Targeted retention activities reduced churn among the most profitable customers. • Business owner of requirements for the introduction of Telenor's Big Data platform

• Reporting to CMO: led an interdisciplinary group that worked out the Mobile Division's 2015 GotoMarket strategy, including objectives and concrete action plan for investments and activities

• Reported to the CMO and steering committee. Responsible for leading a multidisciplinary team that identified and implemented initiatives to strengthen Telenor Denmark's customer profitability, competitiveness and brand position

• P&L . Reported to the CMO, and member of the division's management team. • The company held the #2 position in the Hungarian mobile market • Approximately 20 employees. Personnel responsibility for 3 department managers. • Change management and implementation of downsizing process. • Rebranding of the company from Pannon to Telenor Hungary. Strengthened brand preference. • Increased Arpu and Smartphone Penetration by 300%. • Developed and launched a new mobile concept (full marketing mix) - RedBullMobile

• Personnel responsibility for 6 employees. Reported to the Marketing Director. • P&L and Product management, bundling, pricing, portfolio management and IT development. • Strategy to Optimize Future Market Share and Income in Norwegian Households.

• Reported to the Marketing Director, and member of the management team in Mobile Market. • P&L. Marketing strategy, Marketing budget and Market activities (full marketing mix). • 15 employees. Personnel responsibility for 3 section managers. Organizational development, including downsizing. • Developed and launched the loyalty concept FriFamilie which gained over 1 million customers - reduced churn by 50% and radically improved the company's brand preference and profitability. • Maintained market leader position. Increased ARPU and profitability in a highly dynamic market. • Increased the share of sales in digital channels and Telemarketing (reduced reliance on retailers).

• Reported to the COO, and the company's top management. Telenor was a part-owner. • Beeline was Russia's second largest mobile operator with 50 million customers. • My task was to lead a program that would ensure profitability when growth declined (maturity) • New retention strategy reduced churn by 25%. Significantly increased # of high ARPU customers.

• 20 employees. Reported to Marketing Director and was part of the management team. • Business responsibility for revenue, market share and profitability in the consumer market • Personell management for 3 section managers: Consumer, Business and CRM • Established customer profitability metrics and KPIs and strengthened customer insights • Launched targeting marketing concepts which led to increased profitability and market share • Developed CRM, Digital Marketing and Loyalty Program • Brand strategy, Marketing plan and activities, full marketing mix. • Grew market share, increased profitability and reduced churn.

• 7 employees. Reported to Director of Price & Analysis at Telenor Mobile • Responsible for leading a department that provided decision support and advice to Telenor Mobil's management and to operational units in Telenor Mobil • Was also central in the development of Telenor Mobil's business plan

• Advisor within Brand, Marketing, Product Development and Pricing at strategic and operational level • Dissemination of insights and concrete recommendations based on market research and data science • Developed Market KPIs and balanced scorecards that were later used internationally in Telenor. • Subject matter expert for Data science (Multivariate analyses)

• Customer insights and decision support based on Market Research • Represented The Norwegian Mail (Posten) in the International Project for the Exchange of Insights

• Responsible for own customer portfolio and e2e Market research • Advisor for, among others, Freia, Coca Cola and Masterfood in relation to brand, sales and marketing, product development and sales. • Responsible for the Norwegian Grocery Survey that was bought by all the major players • Method for measuring the effect of new advertising channels on sales and ROI • Capability owner for Data science (Multivariate analyses

In dept focus on Marketing. Studiet ferdig i 1993. Thesis/Siv øk oppgaven ble levert januar1995 pga andre studier. Thesis: Market orientation in Norwegian companies working with TQM. (Grade A). Published in several Norwegian newspapers

Thesis: "The effect of Foreign direct investments in Norway". Published in several Norwegian newspapers.