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keyboard_backspace keyboard_backspace We are growing and maturing

We are growing and maturing

10 December 2019
Jan-Erik Martinsen

Jan-Erik is a classic ‘old fox’ - in the most positive sense of the word. He has long and extensive experience with project and program management in large ICT projects from both the private and public sectors. In addition, he has many years of experience in strategic and operational management of ICT consulting companies.

We have gone from being a weak contender to a well-established competitor in the consulting market. That requires shaking things up a bit.

Three years have passed since we started our journey. We can now safely say that we have established firm roots. Like all other companies, we too experience that some employees quit, others take a leave of absence and still others return after a break in service. We have now entered a new phase that compels us to shake things up a bit and make the necessary changes to adapt to the business we have become.

The most visible change of late is the change in leadership. Ingunn Carelius has stepped down after doing a fantastic job these past three years. Everyone, myself included, has greatly appreciated having her as a leader and we look forward to continuing to work together with her, given that she is also a highly skilled consultant and good colleague.

Bjørn Rollheim has taken over the helm and will be serving as the interim leader until a new chief executive officer has been appointed. With over 50 employees, we need an experienced leader who can take on this job full-time and ensure that management, daily operations and the development agenda are adapted to our present phase.

We are currently engaged in dialogue with several promising candidates and are confident that we will find the right person for Trifid. But until that happens, we know that we will be well looked after by Bjørn.

Changes to board composition

Changes have also been made in the board to prepare us for the next phase and to continue the development of tomorrow’s Trifid. We have appointed a new chairperson, added two external board members and two employee representatives and everyone has attended a course on what it means to hold a board seat. I believe it is important to professionalise both the board and the work it carries out in order to support the further growth and development we are pursuing.

Establishment of Trifid Ventures

This last year, we also established a venture company together with employees that we believe will help make Trifid an even more attractive workplace for future employees and intrapreneurs within and outside of Trifid. We plan to invest venture capital in sustainable ideas, both external and originating from employees. We believe this will help retain Trifid’s entrepreneurial spirit and, equally as important, ensure that we continue to be appealing to our skilled staff. I am quite proud that this initiative was conceived and implemented by Trifid’s employees and am excited to see which direction it will take us.

Spreading our wings

This year, Trifid has expanded beyond our country borders. We have become an international company. Those who work at the Norwegian office will definitely notice this, as our meetings will be gradually attended by more and more international employees, making it a necessity to converse in English. This may be a bit of a challenge for some at first, but together we can change the way we think and take a more holistic and international approach. Global developments are also experienced at the local level in Norway – and vice versa.

But spreading our wings geographically is not enough; we also need to strive to have a greater impact both in Norway and abroad. We excel at socially critical projects in the public sector and realise that this expertise can be utilised in other areas as well. Our initial strategy is aimed at other sectors that also carry out socially critical projects, such as banking, finance and energy, because we know that these sectors are quite similar in all of the countries we are targeting. We hope that our experiences from major projects and these sectors will make it easier to provide comparable services outside of Norway.

Fully committed

So far, Trifid’s growth is in line with the goals we set forth in 2017. Our target turnover in Norway was NOK 60 million in 2019 – and we are fully committed to achieving this! If we succeed, it will be first and foremost due to highly competent professionals and plenty of hard work, though also a bitof good fortune. Everyone at Trifid is working like gangbusters and we are fully aware that our continuous growth and development is not without risk. That is why our focus is on developing at an acceptable and controlled risk level as we pursue our goals.

At Trifid, we can perhaps best be described as a group of entrepreneurs and intrapreneurs with the occasional lack of self-discipline, but this lack of self-discipline is offset by a strong sense of obligation. Once we commit to a project, we make every effort to make good on that promise! It is thanks to this team spirit and dedication that we have yet to miss a deadline. We look forward to seeing how we will overcome the challenges that arise and the goals we have established for the near future. We are an organisation full of ‘busy bees’ – and proud of it!

Senior Advisor Norway

Jan-Erik Martinsen

Jan-Erik is a classic ‘old fox’ - in the most positive sense of the word. He has long and extensive experience with project and program management in large ICT projects from both the private and public sectors. In addition, he has many years of experience in strategic and operational management of ICT consulting companies. Jan-Erik is the man you call when you want to be absolutely sure that the project is carried out according to plan, on budget and with the quality goals you have set. Jan-Erik is ready to challenge and not always give the answers that people want to hear but you can be sure that he will make the right decisions for the betterment of the organisation he is advising.

Area of expertise:
Strategy