Per Gustav Granum Dahl

·Establish a corporate banking department. Left the bank due to disagreement on strategy.

-Head of Shared Services Center, accounting, finance, purchasing and IT. -30 employees, 5 locations -Budgetting, strategy, liquidity, reporting, internal control ·Merging employees at five locations to one central location ·Costcutting program ·Boardmember: Feiringklinikken AS, Glittreklinikken AS and Røros Rehabilitering AS.

Day to day running of the office, ensuring that the Nordic strategy of Nordania Leasing was followed. During my period sales increased by 40% and the net profit increased by more than 70%. Build an organisation in Norway to structure property leases and find new business opportunities outside the standard products sold by Nordania Leasing.

I was hired to increase the banks marked share in Norway targeting the 300 largest companies in Norway. During my period the bank won a number of important mandates, increased its revenues and profits. It became a major player in the norwegian market.

DnB is a major player in the international energy sector. I worked as a combination of Hunter and Farmer working with both existing portfolio and targeting a number of new customers. I did corporate lending and asset financing with Norwegian and international players. During my employment I worked two periods in DnB New York/Houston with US independent oil companies, shipping companies and Norwegian companies in US.

Investment and finance Project leadership Total Quality Management Strategic leadership