I am married, and the proud mother of two children, aged 11 and 13. Family life is an important part of who I am, and it naturally shapes how I think about work, leadership, and balance.
Growing up, I always aspired to become a journalist. I started with a bachelor’s degree in economics and media at BI Norwegian Business School, later completing it with an executive master’s in management.
And journalism is exactly where my career began. For several years, I worked as a journalist for Dagbladet, Dagsavisen and Finansavisen, some of the largest Norwegian newspapers.
I truly loved journalism. It is a dynamic profession – every day brings a new story. But after around six years, I made a conscious decision to move into the media and communications field, working both as a consultant and as an in-house communications advisor. I wanted to work on the longer lines: communications with a longer shelf life, greater strategic depth, and the opportunity to shape how organisations think, communicate, and evolve.
I joined BDO now almost 4 years as Chief of Marketing and Communications for Region East, and in August 2023, I stepped into the role of CMO. Today, I lead a team of 15 people. What attracted me to BDO was the clear potential to make a real difference.
Outside of work, much of my time is spent with my children, who are very active in both handball and football. I also make a deliberate effort to stay active myself through running and cross-country skiing. Staying in shape gives me renewed energy – it’s essential for my mood, my wellbeing, and for being able to give my best, both at work and at home.
When I first heard about this year’s theme, I immediately connected with it. It is powerful, and to me, it is fundamentally about generosity and trust. I strongly believe in sharing knowledge, offering support, and creating a space for others to grow - without expecting an immediate return.
In practice, this means being accessible as a leader, seeing people for who they are, highlighting their strengths, and investing in relationships.
My experience is that what you give often comes back, sometimes in unexpected ways, but always with great value. Last year, our team experienced a particularly challenging period. In moments like these, it becomes even more important to mindfully invest in relationships – to truly see colleagues, acknowledge their efforts, and makes sure they feel appreciated.
It’s not enough to say people are doing a good job; they need to feel that their contributions are seen and valued. I am convinced that when people feel valued, they perform better. Leadership, to me, is largely about relationships and the ability to connect well with others.
Despite progress, I do believe women still face challenges in their growth journeys. In Norway, we have generous parental leave, which is something to be proud of. At the same time, when women take the majority of the leave over multiple pregnancies, it can unintentionally affect career development over time.
Although we are seeing positive change – with fathers taking on greater responsibility than before – women still tend to carry a larger share of family responsibilities. This inevitably influences both opportunities and the pace of career progression, particularly in certain industries.
At BDO Norway, we take this seriously. We have a national diversity & inclusion framework with clear goals for gender balance and pay equity across the entire employee journey – from recruitment to leadership, and this is systematically followed up.
In addition, we have an employee driven diversity network that actively builds awareness, inclusion, and support across the organisation.
We also consciously put female role models in the spotlight - sharing portrait interviews internally and externally – to demonstrate that growth is not only possible, but encouraged. Access to mentorship programmes further supports people at different stages of their careers. A safe and fair system is essential for everyone to grow: clear career paths, strong mentors, flexibility, and a culture where different perspectives are valued and used.
A generous culture to me, is built on trust. That is the keyword.
It is all about psychological safety – feeling safe enough to speak up, to bring your true self to work, and to fail without fear. It’s a culture where people support one another, share knowledge openly, and give honest, constructive feedback. When that foundation is in place, our people can really thrive.
Even when uncomfortable, dare to say yes to opportunities and challenges. That is often where the greatest learning and growth happen. And find a mentor or coach, someone who can guide you, challenge and support you, through the more difficult moments along the way.
