2

BS7025
Consultancy Project
Group
Niklas Odegaard K1542398
Sofie Kramers K1541131
Caroline Nordlid K1255318
Therese Langeland K1244366

Projects
1st Choice
Sysdoc
Pitch on the following pages.

2nd Choice
Czarnikov

3rd Choice
OLIO
ku58530

CONSULTANCY PROJECT
PITCH FOR

Niklas Odegaard – K1542398

Sofie Kramers – K1541131
Caroline Nordlid – K1255318
Therese Langeland – K1244366

13. MAY 2016

KINGSTON UNIVERSITY
Table of Contents
Introduction 2
Objectives and Scope 3
Methodology 5
Secondary Research 5
Primary Research 5
Internal Primary Research 6
External Primary Research 6
Project Timeline 8
Staffing 9
Caroline Nordlid 9
Niklas Odegaard 9
Sofie Kramers 10
Therese Langeland 10
References 12
Appendices 13
Appendix A – Risk Analysis 14
Appendix B – Detailed Timeline 15
Appendix C – CV’s 16

1
Introduction
With the vision to lead sustainable change, Sysdoc has operated as an innovative specialist
consultancy company since 1986. Sysdoc works together with their clients to address their
most complex business issues and to deliver successful and sustainable transformation and
change through different consulting practices spanning from intuitive documentation to
organisational design and development.

Currently, around 70% of companies are reconsidering their performance appraisal processes,
as the nature of work is changing. Companies see a wider need to set shorter goals, attract
new talent and make employees collaborate better, which many systems today are not
reflecting (Rock and Jones, 2015).

As a team we can offer Sysdoc dedicated and hardworking individuals, which can benefit
Sysdoc by adding value to their internal operations by improving their performance appraisal
process. We are motivated to provide Sysdoc with a high quality report and presentation of
our findings and recommendations, by undertaking thorough research and data analysis. This
motivation is underlined by the interest and curiosity all team members have towards the
opportunities the performance appraisal process offers. The team is also motivated to affect
change and implement improved employee engagement, performance and development.

2
Objectives and Scope
Drawing on the brief provided by Sysdoc, we understand that Sysdoc wants us to explore if
their current performance appraisal process should be revised. The goal is to align Sysdoc’s
identity and values with their performance appraisal processes. Building on this, the main
objectives for the project can be summarised as:

1. Identify which areas of Sysdoc’s current performance appraisal process needs

improvements.

2. Identify how to improve these areas by undertaking extensive secondary and primary
research.

3. Create and present a new and improved process which include all of Sysdoc’s
objectives, which can be summarised as:

a. All staff is to receive up-to-date feedback on their performance from the most
appropriate person.

b. The process must ensure that all staff are able to develop in accordance with
their potential and career goals.

c. The staff must know that the feedback and appraisal systems used by Sysdoc
are recognized as ‘best-in-class’.

It is believed that the background for this project is part of recent trends where companies
find that their current process is losing alignment with their strategy (Buckingham and
Goodall, 2015). In recent time, companies such as Deloitte, Accenture and Adobe have made
large changes to their performance appraisal systems and processes.

“[58% OF HR EXECUTIVES ASKED] BELIEVE THAT THEIR CURRENT

PERFORMANCE PROCESS DOES DRIVE EMPLOYEE ENGAGEMENT AND
HIGH PERFORMANCE AND IS NOT AN EFFECTIVE USE OF ANYONE ’S TIME .”

(Nabaum et al., 2014).

Generally, the new systems have a larger focus on the employee in his or her specific roles,
instead of comparing them with others, they are done with a higher frequency and are less
time consuming. Additionally, the new systems tend to have a larger focus on the future
instead of the past (Marr, 2015). More specifically, for Adobe employees the new system
consists of Check-Ins, which are meant to eliminate questionnaires and forms previously
required, and have a larger focus on keeping in touch with the employees (Impraise, n.d. a).
For employees in Deloitte, the new system is focused on Recognizing, Seeing and Fueling
performance (Impraise, n.d. b).

The scope of the projects includes exploring Sysdoc’s current performance appraisal process
and determine which areas could be enhanced by new initiatives to better meet their
organisational objectives. Furthermore, the scope includes comprehensive research into

3
current trends and how other companies approach performance appraisals. Building on this
research and findings, recommendations will be presented on a new appraisal process for
Sysdoc. By completing this project, we aim to ensure that Sysdoc is seen as highly attractive
employer, where employee progression and development are faced in the best possible way.

The project will run between June and September 2016, a Gantt chart displaying the timeline
can be found further down in this pitch.

4
Methodology
Research done by Deloitte (McGregor, 2015) has shown that current performance evaluations
are ineffective, unreliable and unsatisfactory. Moreover, they consume too much time, leave
most workers deflated and feel increasingly out of step with reality. Companies have picked
up on this research and are now looking to change their appraisal process to be more efficient,
reliable and satisfactory among both managers and employees.

As a broad and general beginning, our first research questions is:

WHAT FEATURES AND ELEMENTS OF AN APPRAISAL PROCESS IS MOST

ATTRACTIVE AND EFFECTIVE FOR BOTH EMPLOYEES AND LEADERS ?

We will use secondary and both internal and external primary research in order to answer this
question, using exploratory and qualitative research methods, such as online surveys and
interviews.

Going more in depth, focusing more on Sysdoc specifically, our second research question is:

HOW CAN A NEW PERFORMANCE APPRAISAL PROCESS BE TAILORED TO SYSDOC, SO THEY CAN PROVIDE
THEIR EMPLOYEES WITH BEST -IN -CLASS CAREER DEVELOPMENT , FEEDBACK AND COACHING ?

To answer this question, the best way possible, we will build on the results from the research
already undertaken to answer the first question, by focusing even more on internal primary
research with in-depth interviews of Sysdoc employees.

A large focus will be placed on both qualitative and quantitative research, in order to answer
our research questions. As it is currently not clear which areas of the performance appraisal
process requires change, exploratory research is needed. The proposed methodology includes
secondary and both internal and external primary research.

There are some limitations that may arise during our internal and external primary research.
We have compiled a risk analysis (see appendix A) in line with what we as a group think can
be possible risks. This analysis provides an explanation of the potential risks with impact,
probability, exposure and preventive actions.

Secondary Research
As a starting point, secondary research will need to be undertaken. The credibility of the
sources used for this research must be considered, therefore there will be a main focus on
academic journals, research papers and reports on the topic.

The secondary research will identify what the current trends within performance appraisals
are. Additionally, it will investigate what the pioneers behind any of these trends have done
and why they have done it.

Primary Research
The primary research will include both internal and external research. Internal research will
be needed to uncover what Sysdoc employees and leaders think of their current appraisal
5
process, whereas external research is needed to find out what other companies are doing and
how they are finding it. In order to achieve this, the aim is to conduct in-depth interviews with
key employees across different levels of seniority through qualitative and exploratory
research.

The primary research will form the basis of our recommendation, which will be a bespoke
appraisal format that fit with the company and its objective.

In order to complete the internal primary research, the project team will need access to
Sysdoc employees. The different methods and desired sample sizes can be found in the table
below.

Internal Primary Research

Our internal primary research will be very important and we wish to go in-depth to understand
how Sysdoc´s appraisal process is working today, to be able to determine which areas that
work and which areas that require improvements.

To get all employees engaged with the new process, their input is invaluable.

Minimum Sample Desired Sample

Method
Size Size
Online Sent out to all employees - facts
25 40
Survey (qualitative- hard data)
3 managers
Interviews 4 8
5 employees

External Primary Research

When it comes to external primary research, the team visualize two different scenarios. The
two different scenarios are discussed below. Which scenario is realised will be discussed with
Sysdoc.

Scenario 1
Scenario 1 has a narrow focus, mainly on the consultancy industry, looking at which appraisal
processes and techniques they are applying today. The sample sizes within this scenario are
relatively small, due to few companies to engage with.

Minimum Desired
Method
Sample Size Sample Size
Online Sent out to employees and managers within
20 40
Survey consultancy companies
Managers and employees in different consultancy
Interviews 3 8 companies, which have different appraisal
processes.

One limitation to this scenario is that we might not get the number of respondents we want.
Therefore, we must possibly look outside the consultancy industry and send out online surveys
and interview accordingly.

6
Scenario 2
The second scenario has a broader focus, where information is gathered from a wide range of
companies within different industries on the performance appraisal process. This is to get a
broad perspective on how appraisal techniques are being utilised today, and to see clearly
what are working/not working.

Minimum Desired
Method
Sample Size Sample Size
Sent out to employees and managers of both
Online
30 60 similar companies and companies operating in
Survey
different industries
Managers and employees of similar and different
Interviews 5 8 companies - industry, which have different
appraisal processes.

7
Project Timeline
The Gantt chart below is based on the project being allocated during the last week of May,
enabling the project team to start working 30th of May. However, if the allocation process
were to be finalised earlier or later, this timeline would need to adapted accordingly. A more
detailed timeline can be found in appendix B.

30.05.16 07.06.16 15.06.16 23.06.16 01.07.16 09.07.16 17.07.16 25.07.16 02.08.16 10.08.16 18.08.16 26.08.16 03.09.16

Project Planning

Secondary Research

Primary Research

Data Analysis

Recommendations

Write Reports

Prepare Presentation

Present Project

Based on the initial meetings with Sysdoc the project plan and timeline will be outlined in
further details in accordance with their expectations and timeframes.

8
Staffing
Our project team consists of four members, which as a whole has analytical and strategic skills,
gained through both academic achievements and professional experiences. The team has
experience throughout a range of companies, which varies, from smaller SMEs to large
international corporations. Moreover, in relation to the professional experience and
involvement in performance appraisals, the team members have worked across different
industries, such as oil, banking, design and recruitment with areas including both change and
project management.

We are keen to take on this project since we view it as an opportunity to develop a

comprehensive insight and understanding of how to improve employee performance through
improved performance appraisal procedures.

Subsequently, we believe that the project will broaden our horizon, develop our interpersonal
skills and competences within leadership and human resource management. Our
international profiles, combined with knowledge, skills, and experiences makes us a strong
team, which have diverse skill sets and are highly driven and motivated. Our strong interest is
also reflected by the experience and skills we anticipate to gain through the project, which fits
into our individual career plans that we wish to pursuit moving forward.

Caroline Nordlid
I finished my undergraduate degree in Business Management at Kingston University in London
2015. Since I wanted to further my knowledge within project management and international
relations did I pursue a master's degree in International Business Management with Project
Management by the same University.

During the last four summers have I been working at National Oilwell Varco within
documentations, where good customer relationships and in-house communications are highly
important. Additionally, was my teamwork experience and intercultural communications skills
enhanced.

Through prior experience at the university have I conducted a consultancy project for an IT
firm. This has further my interest in project management, and I have therefore taken the
Prince2 Foundation course and is currently studying for Prince2 Practitioner.
I find myself to be a reliable and hardworking person that always meet the goals I set for
myself. I also like to get challenges, and see this as an opportunity to learn and develop my
skills even further.

Niklas Odegaard
I have a bachelor degree in business and economics from the Norwegian Business School.
While completing my bachelor degree, I worked part time for Norway’s largest investment
bank as a FX-trader for 1 ½ year. Moreover, after that as a Project Manager for one of
Norway’s largest marketing agencies. After Graduating, I worked for Nigel Wright Consultancy
and Harvey Nash across the Nordic countries as a consultant within the executive search and
consultant industry. Through this experience I have interviewed a number of leaders that has
provided me with a good insight in how they manage their team/s. My main tasks were Client
Relationship Management, Business Development with new and existing clients, consulting,
9
interviews, testing, headhunting and research. Furthermore, I have worked with some of the
biggest Retail/FMCG and Telecom companies worldwide.

Sofie Kramers
As a result-driven career woman with a background in Business Development, Account
Management and Design Consultancy, I thrive in a collaborative and cross-disciplinary
environment where my skills can be employed.

Through international work experiences across different industries, I have developed a strong
set of commercial abilities and understanding of how to implement new initiates and improve
existing business processes.

The MSc in International Business Management at Kingston University has further contributed
to the development of my commercial skill-set and academic level.

My experience includes project management lead implementation of new operational

systems and change facilitation, luxury food industry market research and interior design
development and management.

I aim to achieve the best results in each project I take onboard, by thinking innovatively and
approaching challenges with a positive and inquisitive mind-set, whilst building long-lasting
client relationships.

With an interest in facilitating change through a forward-thinking leadership approach, I

believe that the Sysdoc consultancy project will provide me with valuable industry insights
and further strengthen my skills as business consultant for change and human resource
development.

Therese Langeland
After graduating with a bachelor's degree in International Business from Kingston University
in 2015, I found that I wanted to increase my knowledge on and improve my leadership and
managerial skills, whilst keeping an international focus. To meet this objective, I pursued a
master’s degree in International Business Management at Kingston University.

Before coming to university and during the summer holidays, I have worked as an IT
Consultant within Group IT in the Swedish bank SEB in their Oslo office. This job was mainly
focused on in-house first line IT support, which enabled me to develop good problem solving-
and communication skills. Furthermore, through both work experience and university
lectures, I found a large interest in both Project Management and Change Management.
Furthermore, during my undergrad I worked on a consultancy project, where we designed a
website for an IT/Software company. This only increased my interests in both project
management and consultancy work.

To develop my project management skills, I have taken the PRINCE2 Foundation certificate
and is currently studying for PRINCE2 Practitioner.

10
I see myself as a hardworking person, which enjoys working both alone and as part of teams.
My goal in everything is to do the best I can and deliver good quality results. I see working on
this project as a great opportunity to take part in change management, further develop my
project management skills and get invaluable insight into what a good performance appraisal
system looks like.

11
References
Buckingham, M. and Goodall, A. (2015). Reinventing Performance Management. [online]
Harvard Business Review. Available at: https://hbr.org/2015/04/reinventing-performance-
management [Accessed 26 Apr. 2016].

Impraise. (n.d. a). Why Adobe got rid of performance reviews. [online] Available at:
http://blog.impraise.com/360-feedback/why-adobe-got-rid-of-performance-reviews-360-
feedback [Accessed 11 May 2016].

Impraise. (n.d. b). Deloitte joins Adobe and Accenture in dumping performance reviews.
[online] Available at: http://blog.impraise.com/360-feedback/deloitte-joins-adobe-and-
accenture-in-dumping-performance-reviews-360-feedback [Accessed 11 May 2016].

Marr, B. (2015). How Accenture and Deloitte Got Rid of Performance Reviews — And You Can
Too. [online] LinkedIn. Available at: https://www.linkedin.com/pulse/how-accenture-
deloitte-got-rid-performance-reviews-you-bernard-marr [Accessed 11 May 2016].

McGregor, J. (2015). What if you could replace performance evaluations with four simple
questions?. [online] Washington Post. Available at:
https://www.washingtonpost.com/news/on-leadership/wp/2015/03/17/deloitte-ditches-
performance-rankings-and-instead-will-ask-four-simple-questions/ [Accessed 11 May 2016].

Nabaum, A., Barry, L., Garr, S. and Liakopoulos, A. (2014). Performance management is
broken: Replace “rank and yank” with coaching and development. [online] Deloitte
University Press. Available at: http://dupress.com/articles/hc-trends-2014-performance-
management/ [Accessed 27 Apr. 2016].

Rock, D. and Jones, B. (2015). Why more and more companies are ditching performance
ratings. [online] Harvard Business Review. Available at: https://hbr.org/2015/09/why-more-
and-more-companies-are-ditching-performance-ratings [Accessed 12 May. 2016].

12
Appendices
On the following pages, all appendices for this pitch can be found.

13
 Appendix A – Risk Analysis
To be ready to tackle potential risks, the team have undertaken a risk analysis of some of the
potential risks this project might face.

Risk Risk description Impact Probability Exposure Preventive Actions

No.

1 Few respondents on 4 55% 220 Create suitable alternatives,

primary research; data such as going from door to
collection is delayed. door, cold calling and use
convenience sampling.

2 Poor time management by 4 20% 80 Incorporate slack within a

the project team; Project detailed project plan. Weekly
as a whole delayed follow-ups to ensure that the
project is on track. Create
milestones.

3 Poor communication 5 40% 200 Clearly state what is expected

between Sysdoc and the from both parties during the
project team. initial project meeting. Agree on
preferred communication
methods and frequency of
updates. Send Sysdoc minutes
after each meeting, to ensure
alignment of what was
discussed and agreed.

4 Poor collaboration within 4 10% 40 Tackle problems before any

the project team. issue may arise, clear and
honest communication, support
stronger collaboration through
clearly assigned tasks and
common goals.

5 Unsuccessful or unable to Through thorough project

undercover the planning, clearly outlined
deeper underlying issues communication and
with current appraisal management of expectations
4 40% 160
procedures with Sysdoc, in-depth research
and analysis and strong
consultancy team
collaboration.
KEY: Probability: 0-100%; Impact: 1-5; Exposure: (Probability) X (Impact); Scale: 0-500

14
Appendix B – Detailed Timeline
Here is the more detailed timeline the Gantt chart is based on.

No. of
Start Finish Working Activity
Days
Project Planning
Includes;
• First mentor meeting
30.05.16 03.06.16 5
• First meeting with Sysdoc which includes agreeing on the
overall scope of the project, expectations and
milestones.
06.06.16 10.06.16 5 Secondary Research
Primary Research
Includes;
• Create research methodology and find which methods to
be used
13.06.16 08.07.16 20
• Present the research we want to undertake to Sysdoc
• Agree on the research to be done, to ensure we are on
the same page with the same objectives.
• Collect data
11.07.16 15.07.16 5 Data Analysis
18.07.16 27.07.16 8 Recommendations based on analysis results
28.07.16 19.08.16 17 Write reports
22.08.16 31.08.16 8 Prepare presentation
01.09.16 02.09.16 2 Present project

15
Appendix C – CV’s
On the following pages the CV’s for all team members can be found.

16
CV
Name: Caroline Milana Heitnes Nordlid
Address: Johan Øydegardsvei 71, 4632 Kristiansand, Norway
Date of Birth: 03.10.1992
Mobile Phone: +47 48155390 / +44 7955988344
E-mail: cnordlid@gmail.com

Personal Profile:
I finished my undergraduate degree in Business Management at Kingston
University in London 2015, where I was among the top 10% off 200 students
on my course. I am currently finishing my Master in International Business
Management with Project Management by the same university. I am a reliable
and hard working person with experience in teamwork, leadership and
intercultural communication skills.

Education:
2015 - 2016 Kingston University, England, Msc International Business
Management with Project Management
2012 - 2015 Kingston University, England, Bachelor Business Management
2011 - 2012 Soltun Folkehøyskole, Backpack Surprise linje
2009 - 2011 Nadderud videregående skole
2008 - 2009 Kristiansand katedralskole Gimle
2005 - 2008 Grim Skole
2005 - 2005 Canadian International School, India (6 mnd)
1998 - 2004 Hellemyr skole

Work Experience:

National Oilwell Varco- Summer Job, MRB Controller, 2012-2015.

- Tasks: Manufacturing Record Book (MRB) Controller. The job involves
putting together a complete documentation package for the drill ships. This
documentation package includes documents created by the MRB controller
and documents received from the workshops. In addition, welding logs are
and drawings checked. This experience teach a lot about what certifications
and documentations that are required in the oil industry and have given me a
insight into different equipment that are used in finding oil.

Telemarketer Aftenposten, 2010

- Task: To sell the newspaper to households

Peppes Pizza, 2009-2010.

- Tasks: Make all the other food except pizzas as well as control the registrar
and customer service in regards to take away.
Courses:
Prince2 Foundation Certificate in Project Management
Prince2 Practitioner Certificate in Project Management - course finished June
2016.

References:
Kate Smeland Knudsen- Manager MRB National Oilwell Varco
Mobile Phone: +47 98207629
Email Address: Kate.Knudsen@nov.com
ku58530

Niklas Odegaard
Address: Kingston Upon Thames, United Kingdom
E-post: Oedegaard.Niklas@gmail.com
Phone: 00447598429637
Birth: 06.06.1990

Education:
2015 – 2016 Kingston Business School, International Business Management (MSc)
• Strategic Project Management, Consultancy, Business Strategy, Innovation and
Environmental & Trade.

2011 - 2014 BI Norwegian Business School, Business Administration (BSc)

• Project Management, Innovation, Marketing & Finance
2006-2009 Wang Top level sports, Oslo, Norway
• General and administrative courses. Specialization in football.
Experience:
2015 – d.d Consultant (Full time 01.04.2015-01.09.2015.Part-time while I´m studying in London)
now).
Harvey Nash, Oslo
Harvey Nash Norway is part of the Harvey Nash Group with 7,000 employees in
Europe, the USA and Asia. In the Nordics we work closely with the Group’s executive
Search division Alumni and the interim management division Impact Executives.

• Business development and client relationships management

• Recruiting from mid-management to executive within IT, marketing, sales and
operations.
• Project management
• Interviews, headhunting, researching and market intelligence
• Working with some of the biggest Retail/FMCG and Telecom companies
worldwide

2014 – 2015 Consultant (01.06.2014-01.04.2015)

Nigel Wright, Oslo
Consultant at Nigel Wrights Nordic Consumer Division. Nigel Wright is a global
Consultancy and recruitment specialist operating within the Consumer and Retail
sector. The company delivers bespoke recruitment solutions at both management
& Executive board level - across commercial, supply chain, operations
and corporate functions.

• Business development with new and existing clients

• Client Relationships Management and project management
• Recruiting from mid-management to executive within marketing, sales and
operations.
• Interviews, headhunting, researching and market intelligence
• Worked with some of the biggest Retail/FMCG companies worldwide
2014 Trainee Consultant
Nigel Wright, Oslo (from 03.2014-06.2014)
• Business Development
• Research
• Administrative

2013 - 2014 Project Manager – Part time

Nova Vista, Oslo
Nova Vista is a marketing agency that advises, develops and produces media
Campaigns for some of the largest companies with brands that are well known to
consumers worldwide.

• As a project manager I was responsible for the whole project, including

coordination of employees, sales-generating measures, monitoring and reporting
to the customer.

2013 Ekstremsportveko, Project participation, Voss

2012-2013 FX Trader/Sales – Part time, DNB Markets, Oslo

DNB Markets is Norway´s leading investment bank. I worked part time and it was
mostly evenings from 1600 to 2300. DNB Markets had just started up with online FX
trading and wanted a student who could help build up a customer base, as well as
perform other duties, such as:
• FX Trading
• Sales and Customer Support
• Overseeing clients margin account, FX brokering
-

2011-2012 Waitress and Bartender – Part time, Lille Bar and Kitchen, Bergen
2011 Waitress and Bartender - summer job, Cafe Oscar, Fredrikstad
2010-2011 Kjelsås Activity School, Oslo
2009-2010 Kjelsås Activity School – Part time, Oslo
2009-2010 Kjelsås primary school – Part time, Oslo
2008-2010 QZ-Promotion – Part time, Oslo

2006 “TV-aksjonen”, Report from Kenya (Kibera)

• Volunteering
Other:
Languages: Excellent command of English, very well both orally and writing.
IT: Experienced user of Salesforce and MS Office
Interests: Football, Triathlon, cross-country, Running and general physical activities.
Courses: Prince2 foundation (On-going).
Certificates: Drivers license (kl. B).

References:
Will be proved on request.
 SOFIE NORDSTRØM
CURRICULUM VITAE

T +44 (0) 741 162 8822

E nord.sofie@gmail.com
A Pimlico, London SW1V

EXPERIENCE
Creative Director | -V\UKLY, Nordstrom Studio, London 2012
Founded the Interior Design company Nordstrom Studio with the vision to create timeless, Scandinavian inspired interiors.
Worked on a selection of high-end interior projects, achieving unique designs through attention to detail, creativity and personal
engagement. Summary:

• Managing and coordinating large-scale interior design projects.

• Purchasing and managing costs vs. budgets.
• Setting up direct relationships with European manufactures, sourcing and purchasing
furniture and unique items.
• Forming and implementing business strategies.
• Defining the brand identity, company goals, visions and visual branding.
• Website development, design of branding/marketing material, social media strategy.
• Communicating on all levels; dealing with suppliers, craft-and tradesmen and clients.
• Featured in "Liebhaverboligen" a Danish Interior & Lifestyle magazine, August 2013.

Account Manager | Assistant Showroom Manager, Minotti London London, UK - 2011-2012

Minotti London is the UK mono-brand store of the luxurious Italian furniture brand Minotti. As the Assistant Showroom Manager,
I proved successful and was promoted into an Account Manager role, looking after some of the company's key accounts.
In addition to my sales role, I managed several business development projects for the company. Summary:

• Performed in the top of the sales team, including the achievement of the largest,
single-purchase Minotti order in the UK.
• Experienced in dealing with a variety of clients ranging from (high-net worth) individuals
to working with Architects & Designers (A&D community).
• Furniture consultant in large scale, high-end residential and commercial design pro-
jects in London and internationally (e.g. Tel Aviv, Florida and Cairo).
• Experienced in setting up direct contact, negotiating terms and maintaining
relationships with various European manufactures.
• Through the company's multi-brand showroom EDC London, I gained a broad in-depth
knowledge of the different manufacturers and their respective collections.
• Formed a new PR strategy in collaboration with the company's external PR agency
• Represented Minotti London to press editors on international trade shows and exhibi-
tions and involved in hosting and planning events at both company showrooms.
• Co-responsible for the redesign of the Minotti mono-brand showroom, with focus on
the visual merchandising, presenting the collections in an inspiring and commercial way.
• Implemented a new cloud-based Customer Relationship Management (CRM) system
with the objective to minimise administration costs and to generate more valuable data.
PAGE 1 OF 3

 
SOFIE NORDSTRØM T +44 (0) 741 162 8822 E nord.sofie@gmail.com A Pimlico, London SW1V
  
SOFIE NORDSTRØM
CURRICULUM VITAE

Assistant Sales & Marketing Manager, Honeyrose Bakery Ltd, London 2010-2011
Performed a one-year graduate internship from Aarhus Business School at the Honeyrose Bakery, who serve a niche in the
luxury food market, producing own- and private label cakes for major food retailers such as Waitrose and Wholefoods and cater
to some of UK's leading catering companies. Summary:

• Conducted sales pitches in the UK and Internationally, acquiring exclusive contracts.

Pitched and won a new international contract with a large China-based supermarket
chain, with more than 750 outlets.
• Built strong client relations and established the products within the assortment of the
UK's leading catering companies Sodexo Group and Compass group.
• Prepared new marketing material and represented the company at 3 international trade
shows, making over 300 prospective leads each show.
• Project-managed different branding and design projects for the Honeyrose brand,
including brand analysis, packaging design and visual merchandising performance.
• Performed market research on competitors and their benchmarks, packaging, price
points and technical product specifications and output.
• Brought new products to market in collaboration with the NPD department, by using
understanding of market trends, clients demands and food regulation requirements.
Analysed the large-scale production, logistics and shelf-life related issues with the
objective to streamline the supply chain and become more competitive.
• Quality Control Management; involved in improving internal production procedures to
achieve the highest standards, BRC accreditation specific for the FMCG industry.

Freelance Business Development Consultant, Campen Auktioner, UK 2010-2012

Auction house specialised in auctions for industry specific products. Auctions held were diverse and ranged from vintage cars,
artisan materials and classic Scandinavian designs. Summary:

• Performed market research, analysed market leaders and their benchmarks.

• Introduced new innovative business ideas to become more competitive in the market
place and constructed a new strategy plan in coordination with the management team.

Assistant Marketing Communications, Campen Auktioner, Denmark 2009-2010

Representative at auctions dealing with clients, press and front-of-house affairs.

• Enhanced visual merchandising through space planning, workflow and presentation.

• Focused on promoting PR related activities and development of the marketing strategies.
• Implemented a new IT-system, capturing more relevant data to analyse purchase trends.

Sales Consultant, Tele-Mark A/S, Denmark 2008-2009

Telemarketing agency that offers commercial services to the marketing and advertising industry. Summary:

• Selling services and product analysis to retail and trade clients.

• Focused on up- and cross selling combined packages to existing trade accounts.
Provided sales training to colleagues in the sales team consisting of 6 employees.

Lasertryk A/S, Denmark 2003-2008

Award winning digital printing company, one of Europe's largest manufacturers. Summary:

• Organised internal company events.

• Coordinated distribution of flyers and promotion material to retailers.
Trained new employees in the company's administrational procedures.
• Dealt with complaints and customer enquires as a Customer Service Advisor.
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SOFIE NORDSTRØM T +44 (0) 741 162 8822 E nord.sofie@gmail.com A Pimlico, London SW1V
  
SOFIE NORDSTRØM
CURRICULUM VITAE

EDUCATION

LVUKVU School of )\ZPULZZ HUK -PUHUJL, London 201

Postgraduate Certificate in Brand Management.

Strategic Business Management

Project Management
Management and Leadership
Digital Marketing and New Media
Marketing Strategies and Operations
Luxury and Creative Brand Management

KLC School of Design, Chelsea Harbour, London 2012

OL Course in Interior Design.

Aarhus Business School, Degree in Commercial Assistance and Sales, 2010-2012

Courses included: International Trade, Sales Planning, Purchasing,
Presentations Skills, Personal Selling and E-commerce.

Aarhus Business College, Denmark, 2007-2010

Specialised Study Area: Business Economics & Marketing Management.
Specialised Project: Business Economics & International Business.

Cambridge Institute Copenhagen, Denmark, 2009-2009

Four weeks intensive Cambridge English language course, Upper Intermediate-Level.

SKILLS
Language proficiency: Danish (native), English (fluent), Dutch (basic), Spanish (basic).
Technical qualifications: MAC and PC user, Sage, TAS, Newbase, Maximizer, basic CAD.
Additional: Full Driving License B, Powerboat License.

INTERESTS
Entrepreneurship, Concept Development, Brainstorming & Creative Processes,
Interior Design & Architecture, Traveling & Exploring Cultures, Active Lifestyle.

PAGE 2 OF 3

 
SOFIE NORDSTRØM T +44 (0) 741 162 8822 E nord.sofie@gmail.com A Pimlico, London SW1V
Therese Holter Langeland
66 Kingsworthy Close, Kingston Upon Thames, Surrey, KT1 3ER
Phone: 07450274101 E-Mail: therlang@gmail.com

Objective
Norwegian student graduating with an MSc in September 2016, currently looking for entry-level jobs in London. I am
available to start work in October.

Experience
Skandinaviska Enskilda Banken / SEB June 2015 – August 2015,
May 2014 – September 2014,
February 2012 – September 2012
Worked within Group IT in the Oslo office. Responsibilities included internal IT support via telephone, email and face to
face. The support included hardware, software, iPhone and Blackberry.

Langeland Elektro AS June 2013 – April 2014

Electrician company located in Slemmestad, Norway. Worked full-time in the office during the summer of 2013, and
thereafter part-time next to university being responsible for their bonus scheme. Full-time responsibilities included invoice
registration, answering the telephone, opening the mail and assisting customers with queries, in addition to other ad hoc
tasks.

Education
MSc International Business Management September 2015 – current
I am taking my degree with a pathway in Project Management. Other modules include Leadership, Change & Consultancy,
Alternative Dispute Resolution and Contemporary Business Strategy. The classic dissertation is replaced with a
consultancy project, where I will be part of a group working as consultants for a company. This starts in May and ends in
September.

BSc (Hons) International Business September 2012 – July 2015

Graduated in July 2015 with a first class degree. Modules include Managing Financial Resources, International Business
Operations, Managerial Accounting, Operations & Project Management and Strategic Information Management &
Consultancy (SIMAC). In SIMAC I was part of a group working as consultants for a real company. We did both primary and
secondary research and created a website design for our client.

Skills
I am a fast learner that both enjoy working independently and as part of a team.

I have good computer skills and like technology. I find it both fun and interesting to learn new programs and features
within programs I already have some knowledge of.

I have completed the PRINCE2 Foundation exam and am currently studying for the PRINCE2 Practitioner exam, which will
be taken before the end of May.

Fluent in both Norwegian and English. Also understands a lot of Swedish and Danish.