Harald Blikø

Driving the establishment of OT Infrastructure & Application Service agreements to meet the high availability data pipeline requirements.
Coordination of OT Work Packages and IT Expert Systems

Competence: Program Management, IT Governance, Negotiation, IT Service Management, OPC UA, Asset Management, Quality Management, Cyber Security, Vendor Management, Change Management, Cloud & Infrastructure Architecture, Industry 4.0,

To capture the benefits of Industry 4.0 and in line with AkerBP’s strategic partnership with Cognite for Digitalisation & Data Liberation, the project was responsible for qualifying the use of Cognite Data Fusion as a OPC UA compliant Enterprise Historian with a target of using the greenfield Yggdrasil development as its first use-case.

To help this project get on the right track, Harald started as a senior digitalisation advisor. His primary focus was ensuring good project management practices were followed, with particular focus on proper Stakeholder Engagement, Schedule Optimisation and Risk Management. His secondary responsiblity was to support the development and implementation of OPC UA capabilities within Cognite with focus on good Quality, including development and execution of Strategy for Product Validation of the SaaS platform/service. Lastly, he also functioned as advisor with regards to OPC UA and as an interface to the Yggdrasil Digital Development project.

Harald took over the project in the closing phase, as the project was significantly behind schedule, had quality issues, and had significant challenges in maintaining momentum. To reestablish progress Harald did a rebaselining of the project to achieve alignment on the real pain point, split the project into 4 workstreams for improved manageability, and established clear and aligned plans & processes for working through each of them. This allowed for the effective resolution of the project's dormant issues and created a path towards finally closing of the project.

The project is on track according to rebaselined plan.

Competence: Quality Management, Project Management, Product Management, Stakeholder Management, Industry 4.0, OPC UA, Asset Management, Competency Development, Cloud & Infrastructure Architecture, Security

To capture the benefits of Industry 4.0 and in line with AkerBP’s Digital First strategy and Data Liberation, the Process Data Historian for Yggdrasil is a critical service to capture, store and host the Yggdrasil Asset Process Data from the Operation Technology and share it with external and internal IT services.

As a critical element in the IT stack for Yggdrasil, the Process Data Historian was needed to be provided as a High Availability & Reliability Service. To accomplish this, the implementation project was responsible for ensuring that both the technology, people and organisation was ready to receive process data for the Yggdrasil Commission phase.

Some of the projects key deliverables are:

• Design & Provisioning of High Availability Cloud Infrastructure in Azure
• Establishment of Application Managed Service Agreement with Contractor with option to extend to other instances within the Company Portfolio.
• Development of Governance & Procedures for IT Service Management across Company, Contractor and Company IT Service Provider
• Implementation of Monitoring Services and established  Key Performance Metrics to support Data Driven Continuous Improvement of the Service
• Develop and implement processes and technology needed for Configuration and Data Management.
• Designed, developed and implemented - processes and technology - for the systems Business Continuity Disaster Recovery of the system.
• Training and Competency Development of Service Staff and Application Users.

The project was completed according to schedule and able to capture synergies and significantly enhance the operations of similar services for other assets.

Competence: Project Management, IT Service Management, IT Governance, Negotiation, Competency Development, Cloud & Infrastructure Architecture, Industry 4.0, OPC UA, Asset Management, Quality Management, Cyber Security, Vendor Management, Change Management

Lyse Customer Platform is a new business unit supporting the Lyse Group and Altibox with their 35+ partners in Norway and Denmark. Harald is responsible for the Infonova CRM System which is the main system managing over 800 000 Customer Relationships, Product Catalog, Order Capture, Billing & Payments, etc.

As Product Owner for the Infonova, Harald has the responsibility for the daily follow-up and strategic direction of the Infonova Enabling and as being the main contact point for the two Vendor Managed Product Group aligned Development Teams working and operating the system.

The primary focus for Harald has been to address the organisational challenges with scaling both the system, users, partners/tenants, and business areas to both the current and future needs of the business. This by focusing on “fixing the basics” in closing gaps in system’s business process automation, formalisation of the way of working, improving developer and user experience through system documentation, implementation of governance, and system operational monitoring.

Competence: Product Strategy, Value Stream Analysis, Stakeholder Management, Lean, System Analysis, Business Process Automation, Functional Architect, Team Management, Vendor Management, DevOps

Tech Lead for the Annual Consumer Price Index Change for Altibox Fiber products.

Responsible for the overall execution of technical scope of Price Change for about 4000 product lines across 36 companies, Product Migration of about 500 000 customers, and communication to all the 600 000 customers affected.
As the first project significantly benefiting from the Price Management Standardisation work, the change was performed using a data-driven approach with an unprecedented level of quality, short timeline and increased scope by a small cross-functional team

Competence: Project Management, Data Management, Data Migration, Functional Architect, Business Process Automation, Change Management, Configuration Management

The Price Management Standardisation Project objective is two parts:

• Enable a new Technical Product Management Team (controlled directly by the business) to become self-sufficient in managing product portfolio prices and customer specific pricing
• A technical delivery of two parts: 1) development of new system capabilities to assure compliance with suppliers contractual obligations with customers; and 2) migration of existing product catalogue and customer contracts to use the new capability

The project was started as the business was experiencing considerable pain with regards to schedule delays, cost overruns and insufficient throughput regarding Technical Product Management and Configuration within the CRM system. Technical Debt within the legacy solution resulted in significant complexity that only key personnel could manage.

This project collaborated closely with the business to assess and communicate the potential impacts of the standardization initiative. The primary benefits included enabling self-reliance in managing customer prices, increasing the number of annual price changes by a factor of four, and reducing the unit cost of a price change by 60-80%.

The project was delivered on schedule. The main technical deliveries - both functionality and migration - were delivered with unprecedented success rate compared to similar projects within the organisation.

Competence: Project Management, Data Management, Data Migration, Functional Architect, Business Process Automation, Change Management

As part of the creation of Customer Platform as its own business unit, the organisation is transitioning away from being structured around Systems towards Products and Business Value Streams. A key challenge in this transition was that all newly created product teams had a dependency to a key large CRM system (Infonova).

Harald was responsible for transitioning the CRM System Team to an Enabling Team structure (as described in Team Topologies) and to Development Delivery Teams aligned to the Customer Platform Product Groups. The two Development Delivery Teams would support the Product Groups Business Value-Stream Oriented teams with changes needed to secure a good architecture of their Business Value Stream and the Customer Platform as a whole.

The Enabling Team's primary responsibility is supporting the business stream-aligned product teams to get better control and influence over the CRM systems in the value chain associated with the business value streams they support. The Enabling Team still has the overall responsibility of the Infonova CRM and is responsible for technical maintenance of the system.

The first phase of the Collaboration 2.0. was deemed a success once the bottleneck of feeding the development team with high quality stories and epics was removed, and when key stakeholders had bought into the new way of working.

Competence: Product Management, Change Management, Organisational Change

Lyse Customer Platform is a new business unit in the Lyse Group. The unit has the responsibility of collecting services needed by the group's companies into a single platform. The objective of the Platform unit is to enable the company more flexibility to capture evolving business opportunities in a fast changing market. And to reduce organisational and system inefficiencies by standardisation and reduction of duplicate work and systems.

As Product Owner for the Billing & Payments Product Line Harald has the responsibility to productify the existing Billing & Payment capabilities. The product domain is responsible for the entire Billing & Payment value chain from product billing definition, invoice generation, accounting and financial reporting, invoice presentment and distribution, payments collection, and debt collection.

He is responsible for the development and drive of the long-term product vision and strategy; establishment of product road maps; leading the discovery, ideation, development, consolidation and launch of products and service applications within the portfolio; drive continuous improvement, innovation and enable collaboration with colleagues, partners, users, and customers; and define and analyse metrics that measure the products success.

The Billing & Payment platform services both B2B and B2C customers from the Lyse Group and about 30 of the companies included in the Altibox Partnership in Norway and Denmark. The system generates about half a million invoices monthly.

Competence: Product Strategy, Value Stream Analysis, Stakeholder Management, Lean, System Analysis

Altibox started their implementation and customization of the new CRM - Customer Relation Management - system in early 2019. It was deployed as a MVP and has since then continuously been enhanced to meet the pre-existing and emergent business needs. It - along with much of the Altibox Technology division and applications - was transferred to a newly created department in the Lyse mother company. The aim of this re-organization is to allow other Lyse companies to use the same business support technology stack at Altibox has been using.

Haralds primary responsibility is to operate in the intersection between the business and the application development team. He is responsible for analysing, evaluating and prioritising the requirements from the business and providing actionable specifications for the application development and maintenance team (remote team with 10 developers and 2 architects in Austria). He is responsible for managing the development team backlog in such a way that the business can maximise value captured.

His main focus has been on improvements to the billing and ordering workflows. In particular, implementation of E-Faktura 2.0, automation and value stream analysis of the billing and payments process, alignment of processes to Peppol Bis 3 / EN16931 / EHF 3.0 standard, analysis of regulatory, business and technical requirements for onboarding Electricity Products to Infonova CRM.

Competence: Scrum, Jira, Confluence, CRM, ERP, B2B, B2C, UML, Life Cycle Information (LCI), Lean, Telecom, Renewable Energi

Altibox started their implementation and customization of the new CRM - Customer Relation Management - system in early 2019. It was deployed as a MVP and has since then continuously been enhanced to meet the pre-existing and emergent business needs.

Haralds primary responsibility is to operate in the intersection between the business and the application development team. He is responsible for analysing, evaluating and prioritising the requirements from the business and providing actionable specifications for the application development and maintenance team. He is responsible for managing the development team backlog in such a way that the business can maximise value captured.

His main focus has been on improvements to the billing and ordering workflows. In particular the management of the Product Life Cycle for Corporate Housing Boards, Service and Resource Handling (logistics/distribution/returns/inventory) and alignment of entity life cycles in the Billing processes associated with debt collection, dunning and disputes.

Competence: Scrum, Jira, Confluence, CRM, ERP, B2B, B2C, UML, Telecom, Renewable Energi, Billing

To comply with new regulation, the Electrical Grid part of energy companies have to be split from their other Operations. The objective of the IS Customer Split & Move Project is to comply with this requirement by splitting the invoicing application (in addition to moving into CGIs Cloud Solution). After the split, the current Tieto Operated On-Premise Application will be split into 3 new Applications. The On-Premise Application for historical data, Smart24 For Lyse and Smart24 for the Electrical Grid.

Harald took over this project on short notice when the previous Project Manager / Solution Architect suddenly became indisposed. The project was in its final stages before migration and deemed highly critical by the customer. He was responsible for ensuring alignment of responsibilities and timelines on interfaces between Tieto, CGI and Lyse in relation to this migration. Harald quickly managed to get control of the major project risks and key deliveries required to be completed by Tieto. He actively participated in ensuring alignment about tasks, responsibilities and deliveries between involved parties and stakeholders.

Competence: Project Management, Interface Coordination, Stakeholder Management, Nearshoring, Distributed Team Management, System Integrations

This project is part of the Lyse Identity & Access Management Programme. The objective of the programme is to increase the company's maturity and compliance in regards to security of access and personal informality. The Phase I project was moving Lyse's IAM System "as-is" to a new system. The phase II project focuses on developing new  governance, the technical implementation of this, and technical integration of the new IAM system to other Lyse's new ERP and HCM Systems.

Harald was the Technical Project Manager for the project representing the client's interest. He managed a distributed team consisting of both technical and non-technical specialists across 5 locations and nationalities. As an in-house resource at Lyse's office functioned as a liaison between the project team and the client representatives. He was responsible for bridging both the language and cultural gap between the team members and the client, as well as the technical and business gap between team and client stakeholders.

Harald also had a dual role in the project as a Business Analyst. In this capacity he was responsible for mapping Lyse’s existing processes and developing and providing new processes, policies, procedures related to IAM governance.

Competence: Project Management, IAM, Business Analysis, Jira, Confluence, Governance, RBAC, Nearshoring, Distributed Team Management, Stakeholder Management, System Integrations, Program Management

The Social Media Monitoring concept was developed as a Proof of Concept (PoC) to display the possibilities and advantages of using serverless, micro service and cloud architecture.

The technical solution consisted of several light weight Lambda functions written in JavaScript that is API and Event Driven. The application manages several user accounts with Cognito and each user can manage several social media accounts stored encrypted in DynamoDB.

As the social media provider used a Single Page Application to display their content,  Puppeteer, a headless web browser, was used to sign into the individual social media account and save the desired pages as HTML to a S3 bucket. This event would trigger a new Lambda function that would perform the data capture using Cheerio.

The applications infrastructure was written using the Serverless framework and is also AWS CI/CD as a build, delivery and deployment pipeline.

Competence: Project Management, IAM, Business Analysis, Jira, Confluence, Governance, RBAC, Nearshoring, Distributed Team Management, Stakeholder Management, System Integrations, Program Management

Vendu’s cloud infrastructure was set up and configured manually without much focus on documentation. In order to ensure resilience and future-proof their infrastructure, they want to implement their infrastructure as code.

Harald was responsible for mapping, documenting, codifying and automating their existing cloud architecture. He created Cloudformation templates of their environment and imported their existing resources into the stacks. This allowed the client a cost effective way to step-wise codify & automate the most important and sensitive parts of their infrastructure without shifting to a new environment or disruption to service.

Harald also provided guidance and recommendations for how to optimise their infrastructure according to AWS Well Architected Framework and Practices. As part of this work he created new and updated their existing Continuous Integration and Deployment pipelines for both Cloud Infrastructure and Applications.

Competence: AWS, Infrastructure as Code (IaC), Cloudformation, Elastic Beanstalk, ElastiCache, VPC Peering, ElasticSearch, CI/CD, DevOps, Amazon Web Services, DevOps, Bash, Scripting, GitHub

Harald was responsible for providing technical sales support to a RFI from a local public client that wanted to develop a mobile application. The objective of the application was to provide their citizens (users) a single application for interaction with all their municipal services. The application should be extendable to be used by several municipalities which would require integrations to each of the individual municipality's services.

As a Business Analyst, he was responsible for breaking down and analysing the clients proposed requirements. He was also tasked with identifying and evaluating the relevancy of partial solutions that met some of the requirements and company reference projects that show experience within developing such applications.

As a Solution Architect & Project Manager, Harald was responsible for developing a high level project/program execution model and high level design for a cloud platform for the application. Both were based on modularity, DevOps, Continuous Development & Integration and Agile practices for managing the complexity related to scope and scalability for adding new municipal services and municipalities to the service.

Harald presented his proposed solution and recommendations to the client. The main recommendation was a prioritisation and reevaluation of the requirements. Based on the input from this presentation, and from other suppliers, the client decided to postpone the planned RFP.

Competence: Requirements Analysis, Solution Architecture, Cloud Architecture, Azure

Harald was responsible for providing technical sales support to a RFI from a local public client that wanted to develop a mobile application. The objective of the application was to provide their citizens (users) a single application for interaction with all their municipal services. The application should be extendable to be used by several municipalities which would require integrations to each of the individual municipality's services.

As a Business Analyst, he was responsible for breaking down and analysing the clients proposed requirements. He was also tasked with identifying and evaluating the relevancy of partial solutions that met some of the requirements and company reference projects that show experience within developing such applications.

As a Solution Architect & Project Manager, Harald was responsible for developing a high level project/program execution model and high level design for a cloud platform for the application. Both were based on modularity, DevOps, Continuous Development & Integration and Agile practices for managing the complexity related to scope and scalability for adding new municipal services and municipalities to the service.

Harald presented his proposed solution and recommendations to the client. The main recommendation was a prioritisation and reevaluation of the requirements. Based on the input from this presentation, and from other suppliers, the client decided to postpone the planned RFP.

Competence: Requirements Analysis, Solution Architecture, Cloud Architecture, Azure

A local construction company - TS Stangeland - was in the process of digitising their photo collection and needed a way to make it accessible and structured. They wanted to be able to search the pictures both based on the people on it and based on relevant tags and categories.

The application has a custom frontend written in Angular and uses Azure Blob for storage, Azure Eventgrid for automatic processing of images, Azure Computer Vision for categorization, Azure Face for facial recognition, access control through Azure AD (Active Directory).

Harald was responsible for evaluating existing available solutions against tailor made ones. He provided an offer and a recommendation for showing together cloud services in Azure and building a custom frontend.

The client committed to the project and project development completed.

Competence: Requirements Elicitation, Cloud Architecture, Azure, Microservices, Integration Architecture, Business Analysis, Solution Architect

The Microsoft Endpoint Manager - Configuration Manager (MEMCM) Self Service Portal is a service that allows EVRYs customer to access a selection of predefined scripts to be executed in MEMCN.

The self service portal was designed as a web service using HTML/CSS/JS/jQuery on the frontend. The backend was written in .NET Core using Azure's Serverless Services such as Functions, SQL Database, Service Bus and API Management. The client application executing the PowerShells scripts subscribed to the application Service Bus to minimise issues with firewall blocking.

Harald was the Product Sponsor and Owner for the development of this service and managed a small team of two developers.

Competence: Product/Service Development, Product Owner, Cloud, Azure, Serverless

Harald was responsible for identification of pains related to resource coordination and resource management for a local construction company. Based on customer pains he advised clients  on improvement initiatives such as project governance recommendations, process improvements and digital tools. To illustrate the potential of a digitised solution, Harald developed wireframes and simple prototypes of how.

The client's business environment had a significant negative shift and the project was not prioritised for further development.

Competence: Enterprise Project Management, Microsoft Project, Sharepoint, Flow, Resource Leveling, Resource Coordination, Resource Management, Business Development, Management of Change, Facilitator, Wireframes, Adobe xD

With access to competence being scares within technologies used to enable DevOps, Microservices, Containers, Automation and Monitoring such as Cloud (AWS, GCP, Azure, VMware), Kubernetes, Docker, Jenkins, Helm, Prometheus, Grafana, Terraform, Istio, Træfik, Kong, Nginx, etc.. EVRY looked to utilise and enhance its technical competence pool in Ukraine by providing training and experience in the Norwegian market for its nearshore consultants.

Harald has been the program initiator and manager driving this effort forward. He was responsible for developing the business case, creating commitment for investment, liaison with Ukrainian nearshore partners, development of the training programme, and coordination of candidates to projects suitable for the initiative.

The program was cancelled as the assumption that our clients needed the resources with technical competency proved wrong. Closer investigation of the clients' needs showed that they required consultants with more soft skills to help them increase their DevOps maturity before they could benefit from more pure hard skill consultants.

Competence: Program Management, Nearshoring, Outstaffing/Outsourcing, Distributed Team Management, Resource Management

ACE - Automatic Computing Engine through Automation, Containers & Elasticity - is a Platform as a Service developed and managed by EVRY. The platform is rooted in the principles of Agile and DevOps by supporting the platform's users to continuously develop and deploy their services to their end users.

Harald has been the Project Manager for the development of the sales and marketing material for this platform. In this role he pushed the work forward through facilitating workshops for brainstorming, ensured commitment from the platform’s core architects to the work, and developed a platform message based on customer value. Harald was also responsible for assuring compliance with the company's banding profile and alignment of the service’s message within the company's product and service portfolio.

Competence: Project Management, DevOps, B2B Sales, Marketing, Facilitator

A local Oil & Gas operator had challenges with limited meeting rooms and meetings going over their scheduled time (thus disrupting the start of the next project). To help the behavioural change required, they wanted a device in the meeting room to help scheduling and notify meeting participants that their time was running out. The client also wanted to gain more experience with agile project execution.

Harald was responsible for eliciting the clients requirements and designing a high level solution to meet these. He was also responsible for identifying existing technological solutions and evaluating them against a tailor made solution. Harald was also responsible for designing a hybrid project management methodology that would fit the client’s internal waterfall based requirements for project execution and control, with the desire to utilise agile principles and methods for working.

The client did not get the required internal approval required to start the project.

Competence: Business Analysis, Requirements Analysis, Marketing, Agile Facilitator, Solution Architect, Agile Project Manager

Harald worked as the project manager with the overall responsibility for cementing, pumping and down hole tools services and deliveries for the drilling operations on Brage for Wintershall. In this role he acted as the functional manager for the six fixed offshore service hands on rotation on Brage and coordinated their deliveries.

Due to unforeseen circumstances, Harald had to take over the project on short notice and without a chance for handover with the previous project manager. The rig was on maintenance stop when Harald took over and he got the responsibility to ensure that the cementing services were ready to commence drilling. This involved preparation and verification of equipment and personnel to be used. He was also responsible for planning and engineering of cementing services for the first three wells on the drilling campaign. Before ending the assignment he was also responsible for the operations and execution of all cementing services for the first well. The cementing service had an estimated scope of 1 million USD per well.

Competence: Project Management, Plug & Abandonment, Slot Recovery, Extended Reach Drilling (ERD), Schlumberger Integrated Drilling Services (IDS), Well Barriers, Norsok D010r4, Downhole Tools, Well Barriers

Most Oil Service Providers have effective and formalised compliance based processes that capture data related to planning, preparation, execution and evaluation of the services they provide. Documents from such processes typically include Basis of Design, Mobilization and Job-tickets, Cost Estimates, Equipment & Service Checklists, Post Job Reports, etc. Although captured, these reports and data-points are rarely in a format suitable for aggregation and data analysis. This often results in manual considerable data collection and structuring - in Excel - when answering tenders.

The Schlumberger Well Services have their post job reports written in a fixed format Excel file and save this on a file server for future reference. The client wanted to collect all the data in these files into a format that could be used for analysis in tender processes.
Harald wrote a JavaScript / Node.JS application that would crawl through the folder structure of the file server and collect the job-report files, and then scrape and aggregate the content of these files.

The file crawler identified the job-report excel documents on the file server and aggregated the individual files content into a single JSON-file. This resulted in a file containing over a hundred job reports that could be used to bootstrap an experience database.

Competence: JavaScript, Node.JS, xlsx, npm, JSON, Scraping, Excel

Harald worked as a project manager with the overall responsibility for cementing, pumping, nitrogen and down hole tools services and delivered for the drilling operations on Deepsea Stavanger / Maria for Wintershall. The project was of major strategic interest for both Wintershall and Halliburton. It was Wintershalls first development in Norway they would take from discovery to production, and it was Halliburton’s first integrated well construction contract where they delivered all services for a field development. 

The development was planned with 7 subsea wells and a total project scope of ~1.8 billion USD. The project delivered wells at Rushmore P5 performance, completed ~200 days ahead of schedule and ~0.5 billion USD under budget. Harald was responsible for deliveries of ~10 million USD. These were supplied without significant quality incidents and at P10 time consumption.

In the role as Experience Coordinator, he developed and rolled out an experience database for the Halliburton project organisation to the Maria Field Development project (~20 Project Managers in the core team and ~75 regularly involved). Driver of systems adoption and follow up of experiences. Successfully Worked with the PMO to implement the system in all integrated service deliveries.

In the role as Cementing Specialist he introduced new solutions for trapped annulus prevention for high temperature subsea development wells. Designed customised foam cement slurry for shallow gas isolation and planned logistics and sourcing for execution in batch cementing operations.

Competence: Project Management, SharePoint, Logistics, Field Development, Batch Drilling, Shallow Gas, Foam, Nitrogen Services, Casing & Pumping Eq.

Harald worked as a project manager with the overall responsibility for cementing, pumping and down hole tool services and deliveries for the drilling operations on the three fixed installations on Scarabeo 8 for ENI (now Vår Energi). In this role he was the functional manager for the six offshore service hands.

The operations on Scarabeo 8 consisted of batch drilling of several subsea production and injector wells on the Goliat field and one exploration well (Aurelia). All the operations took place in the Barents Sea. This involved environment, logistics and concurrent operations under Arctic conditions.

In the role as Cementing Specialist he was responsible for:
• design and qualification of new custom shrinkage compensating cement blend for use in low temperatures (for arctic operations).
• performed compatibility testing of expansion agents and associated cementing chemicals.
• FEA analysis for post-set mechanical properties of wells with and without shrink compensation for Goliath field primary cement job.
• design of cement recipe using new blend and job procedure for execution
• analysis of cement bond log for wells with and with shrinkage compensating cement blend (A/B-testing)

Competence: Barents Sea, Low Temperature, Arctic Conditions, Deepwater. Low Temperature Shrinkage Compensating Cement Blends, Non-Portland Cementing barrier materials (resins & pozzalains).

Harald worked as a project manager with the overall responsibility for cementing, pumping and down hole tool services and deliveries for the drilling operations on the three fixed installations on West Alpha for ExxonMobile (now Vår Energi). In this role he was the functional manager for the six offshore service hands.

The operations on West Alpha consisted of drilling several production / exploration wells on the Balder and Sigyn fields. The uncertainty of the underground, due to the depleted nature of the area, involved significant challenges and changes of plans.

Competence: North Sea, Mature Fields, Subsea, Plug & Abandonment, Exploration

Harald worked as a project manager with the overall responsibility for cementing, pumping and down hole tool services and deliveries for the drilling operations on the three fixed installations on Gullfaks for Equinor (then Statoil). In this role he was the functional manager for the 18 (3 x 6) offshore service hands.

Harald had additionally responsibility to assist in the growth of the Halliburton Bergen field office by providing technical support, mentoring and coaching to the four junior engineers with responsibility for Veslefrikk, Heimdal P&A, Glitne P&A, Visund and Gullfaks Satellites.

Competence: Mature Fields, Slim Hole, Extended Reach Drilling (ERD), Through Tubing Rotary Drilling (TTRD), Perf & Wash (remedial cementing), Well Barriers, Interventions, Managed Pressure Drilling, Offline P&A

Harald worked as a project manager with the overall responsibility for cementing, pumping and down hole tool services and deliveries for the drilling operations on Scarabeo 5 for Equinor (then Statoil). In this role he was the functional manager for the six offshore service hands.

The operations on Scarabeo 5 consisted of batch drilling of several subsea production  wells on the Equinor Fast Track Program. This was an early Equinor concept intended to significantly reduce time from discovery to production by the use of standardised solutions, well designs and integrated drilling services providers. The same team and rig was afterwards used to P&A several old wells.

In the role as Cementing Specialist he assisted Equinors Stjørdal department with cementing domain expertise in their evaluation efforts of different perforation and washing methods (Archer PWT, HydraWell HydraWash & HydraHemera & Halliburton Blast & Seal). Gave input to the limitations of fluids and well operations and participated in the development of standardised detailed operating procedures (DOP) for use of these tools.
As a world first, evaluated and performed pre-job qualification testing and risk assessment of HPHT cementing designs for HPHT perforation and washing operations.

Competence: Batch Drilling, Field Development, High Pressure High Temperature (HPHT)

Harald worked as a project manager with the overall responsibility for cementing, pumping and down hole tool services and deliveries for the drilling of the exploration well Augunshaug with Mearsk Guardian for AkerBP (then Det norske oljeselskap). In this role he was the functional manager for the six offshore service hands.

Due to unforeseen circumstances Harald had to take over this project on short notice and was responsible for the execution and closeout phase of the project.

Competence: Exploration, Jack-Ups, High Temperature (HT), North Sea, Utsira High

Harald worked as a project manager with the overall responsibility for cementing, pumping and down hole tool services and deliveries for the drilling operations on Transocean Spitsbergen for Equinor (then Statoil). In this role he
was the functional manager for the six offshore service hands.

The operations on Transocean Spitsbergen consisted of drilling of several subsea production wells on Skud, Norne and Heidrun Subsea. These operations had special challenges with equipment failure of the cement unit - which later was discovered to be due to faulty installation - and batch drilling operations that did not allow said equipment to be overhauled properly.

Competence: Batch Drilling, Fast Track, Semi-Submersibles, SimOps.

Harald worked as a project manager with the overall responsibility for cementing, pumping and down hole tool services and deliveries for the drilling operations on Mearsk Guardian for AkerBP (then Det norske oljeselskap). The operations on Mearsk Guardian consisted of drilling 3 exploration wells on the Utsira High. Harald was only supposed to have a supporting role in the execution of these projects, but quickly proved his worth and took over the formal responsibility for the operations.

Competence: High Pressure High Temperature (HPHT), Jack-Ups, Halliburton Integrated Well Construction, North Sea, Norsok D-010r4, TapRoot, WellCat