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Key points – curriculum vitae

Key qualifications:

Organisational/business development – Experience with the establishment, development and management of smaller businesses related to the fields; organisational/business development, small business management, marketing and sales
Financial analysis – stock/currency analysis relating to the fields/indicators; candlesticks, RSI, stochastic, MACD, Bollinger bands, DMI, momentum

2005-2007: Managing director of E-Commerce Group AS (part investment company – 50%, part sales/outsourcing company – 50%). I converted ABB ENK to a corporation (AS). Total of 7 employees: 3 in Norway, 1 in Russia, 1 in Indonesia, 1 in Romania, 1 in the US. Distribution of outsourcing services to foreign companies, sold software/programming solutions. Worked part time with day trading (stocks/options/currency/commodities). This was a front (milking cow) with the purpose of financing resistance/liberation related military operations. The company was successful although most of the funds were channelled through a Caribbean subsidiary (with base in Antigua, a location where European countries do not have access): Brentwood Solutions Limited with bank accounts in other Caribbean nations and Eastern Europe. E-Commerce Group was terminated in 2007 while most of the funds were channelled in an “unorthodox manner” to Norway available to the coming intellectual and subsequent operations phase.

2002-2004: Director of Anders Behring Breivik ENK) (part time from May 02 (shortly after my inclusion in PCCTS) – des. 02, full time from March 03. Same emphasis as E-Commerce Group. This was a front (milking cow) I established and focused on shortly after my inclusion in PCCTS, Knights Templar with the purpose of financing resistance/liberation related military operations.

2002-2003: Supervisor/internal advisor for Bankia Bank ASA (Apr. 02 – March 03)

2001-2002: Customer service representative for Bankia Bank ASA (Nov. 01 – Apr. 02)

2000-2001: Managing director of Media Group AS. Development and sales of outdoor media solutions (primarily billboards). My company was partially acquired/bought by Mediamax Norway AS after I (and my employee, Kristoffer Andresen) had built a billboard portfolio from scratch in the Oslo area which was then sold to Mediamax Norge AS (which was later bought by JC Decaux Norway) and Clear Channel (July 00 – July 01)

1999-2000: Team leader for the customer service rep. dept. for Enitel Telephony/mobile/internet/support division (March 99 – July 00)

1998-1999: Director for Behring & Kerner Marketing DA. Implenetation and sales of telephonic services (part time from Aug. 98-Feb. 99)

1997-1999: Corporate customer care rep. for customer care/internet support for Telia Norway AS (Nov 97-Feb 99)

1996-1997: Part time as a sales rep. for ACTA Economical Counselling (Feb 96-97)

Education: Non-formal studies/degrees: Bachelor of Business Administration (major: small business management) part time studies using the curriculum/online study courses from AIU, American InterContinental University (98-02), Bachelor of Political Science (major: political science and history) part time studies (00-05), Master of Political Science, full/part time studies (05-10). See other chapter for specification.

Other professional activities:

2005: Was coached by my friend, former mentor and independent stock analyst; Xun Dai over a 6 month period on the areas: technical stock analysis: candlesticks, RSI, stochastic, MACD, Bollinger bands, DMI, momentum

2000-2001: Was coached by mo former mentor – and managing director of Hypertec AS; Richard Steenfeldt-Berg over a 12 month period on the areas; management, administration, corporate/business/organisation development (May 00-May 01)

1995-1998: Oslo Handelsgymnasium/Hartvig Nissen High School

Board positions, professional activities, responsibilities

2003: Candidate for the Oslo City Council election on behalf of the Oslo Progress Party. This was during the “crossroad” when I was in the process of deciding whether I would fully abandon conventional politics (and a career within conventional politics) as a solution/source to acquire funds for the future operation or if I would rather leave conventional politics altogether and rather focus on entrepreneurship/business as the source for financing my future and clandestine participation in the pan-European Conservative Revolutionary Movement/pan-European Resistance Movement. As you already know I became one of the founding members of the PCCTS, Knights Templar in 2002 and among the very first Justiciar Knight Commanders. However, regardless of this choice, I was not completely convinced I was done with conventional politics. I actually decided to do a last push (after my pledge to the PCCTS) as I was already nominated on behalf of the Oslo Progress Party for the City Council election in 2003/2004. I came relatively close to being elected but was not among the final contestants due to the fact that the Progress Party Youth (lead by my rival Jøran Kallmyr) refused, for strategical reasons, to support my candidature. At the time I was more popular than Jøran but needed the support of the youth organisation (an organisation I had been a part of for a few years). I don’t blame him for backstabbing me like that though. After all, he had invested so much more of his time to the organisation than I had. He deserved it while I didn’t and I would probably have done the same thing if I was him.

Also, during the “crossroad phase” I had lost all faith in the Progress Party as a solution to Norway’s rapid disintegration due to multiculturalism and Islamisation. A moderate cultural conservative political party like the Progress Party is un-capable of solving any of our primary problems as they are systematically ridiculed and isolated by all other political parties and a united media sector. This, even despite of the fact that they have taken measures and gotten rid of all true nationalists ending up with only opportunistic career cynisists unwilling to take any political risks.

The Progress Party is now a part of the problem as they continuously give the Norwegian people false hope and thus contributes to pacify them. They should rather be honest and admit that all hopes for the democratical change of the society is futile and rather encourage all patriotic Norwegians to resist the multiculturalist regime through armed resistance. Their unwillingness to do this makes them a central part of the problem and in fact an obstacle to the liberation of and the reconquista of Norway.

I anticipate that the Norwegian media will persecute and undermine the Progress Party for my earlier involvement in the organisation. This is not a negative thing as an increasing amount of Norwegians will then have their “illusions of democratic change” crushed (if the Progress Party is annihilated by the multiculturalist media) and rather resorts to armed resistance. From a tactical and pragmatical viewpoint; the PC Medias defeat of the Progress Party will benefit the armed National Resistance Movement in Norway. The more moderate alternatives are persecuted the more likely it is that the average nationalists illusions of peaceful reform will be crushed, which will lead to him seeking “other means”. Because at this point, armed resistance and the violent overthrow of our regime is the only thing that can save us.

2002: Founding member (national representative) of the PCCTS, Knights Templar, in London (April).

2002: Member of the board of directors of the control authority for Majorstuen Eldresenter (Majorstuen Retirement home), political position for the Norwegian Progress Party.

2002: Member of the board of directors for Uranienborg Elementary and Secondary School, political position for the Norwegian Progress Party.

2001: Development of the financial prospectus for Hypertec AS in cooperation with NB Partner AS and PriceWaterhouseCoopers DA (Jan 01-May 01)