Case studyTelia Norway
Turning e-commerce from a secondary channel into a scalable growth platform.
Doubling conversion and launching Telia Norway’s first omnichannel programme — a full platform rebuild across B2C and B2B, an agile product organisation built from scratch, and a rebuilt performance-marketing operation.
From a supporting channel to a growth platform.
Telia Norway is one of Scandinavia’s largest telecommunications companies, serving both consumer and business customers. When I joined in 2014, the digital sales channel was underperforming: an inflexible, slow-to-develop platform, weak conversion, and no structured product-development or performance-marketing model. Digital commerce operated as a secondary channel rather than a central revenue driver.
My mandate was to change that. I took ownership of the e-commerce platform across B2C and B2B, rebuilt it from scratch, established an agile product organisation, and transformed the company’s approach to digital acquisition and measurement.
The new platform doubled e-commerce conversion and created the foundation for Telia Norway’s first omnichannel programme, connecting online and physical retail journeys.
The starting point
A complex category on an inflexible platform.
Telecoms is a complex e-commerce category — customers aren’t simply buying a product. A single journey might require them to:
- Select a subscription and choose a device
- Compare contract structures, data and service allowances
- Verify eligibility, transfer a number, pass identity and credit checks
- Decide between online and in-store fulfilment
- Navigate different consumer and business requirements
What I owned
Digital commerce performance, end-to-end.
I had end-to-end responsibility for Telia Norway’s digital commerce across B2C and B2B — leading a team of developers, designers, analysts and channel specialists while coordinating Marketing, Sales, Technology and Retail:
Act I
Rebuilding the e-commerce platform
From a static sales website to a flexible, continuously optimisable product.
A rebuild from the ground up
The existing webshop was too inflexible for Telia’s digital ambitions — product changes, campaigns and experience improvements took too long to reach market. I led a complete rebuild, aimed not just at modernising the interface but at a foundation that could:
- Simplify complex purchasing journeys
- Support both B2C and B2B propositions
- Improve conversion and make campaigns faster to launch
- Allow continuous testing and reduce dependency on large releases
- Support future omnichannel capabilities
E-commerce as a product
The rebuild created a more flexible foundation for subscriptions, devices, offers, customer data and commercial campaigns — and changed the role of e-commerce inside Telia. It became a product with an actively managed roadmap rather than a static sales website.
Act II
Establishing agile product development
A faster, more customer-focused way of building digital commerce.
A cross-functional product team
A new platform alone wouldn’t solve the delivery problem. I established an agile, cross-functional team combining development, UX and design, analytics, e-commerce, channel expertise and commercial stakeholders — with a structured process to define problems, prioritise the roadmap, break work into smaller releases, run cycles, measure and iterate on evidence.
Incremental delivery, clearer ownership
This sharply reduced the time to launch features, improvements and campaigns. Instead of waiting for large releases, the team delivered incrementally, learned from behaviour and continuously improved — and e-commerce performance became a shared cross-functional responsibility rather than disconnected requests passed between departments.
Act III
Doubling conversion
Optimising the purchase journey with platform and commercial performance measured together.
Reducing friction end-to-end
With a flexible platform and faster delivery in place, I led continuous optimisation of the purchasing journey, reducing friction across:
- Product discovery and offer / subscription comparison
- Device selection and checkout
- Forms and validation
- B2B and B2C-specific journeys
- Campaign landing pages and the mobile experience
Measured together — a 100% uplift
Product development and commercial performance were measured together, so changes were prioritised by their effect on behaviour and sales rather than internal assumptions. The combined rebuild and optimisation programme produced a 100% increase in e-commerce conversion — moving digital sales closer to a primary growth channel rather than a supporting surface.
Act IV
Rebuilding performance marketing
A measurable, commercially accountable acquisition operation.
From activity metrics to revenue
Telia’s paid-acquisition model needed to become measurable and accountable. I rebuilt the performance-marketing operation across paid search, display and affiliates:
- Selecting and onboarding new agency partners
- Establishing channel strategies and clearer campaign / creative briefs
- Implementing performance reviews and structured optimisation routines
- Improving measurement and attribution, connecting media to digital sales
Owning both sides of the click
Because I owned both the e-commerce experience and the acquisition channels, media performance could be connected directly to landing pages, product journeys and conversion outcomes — moving beyond channel-level activity metrics to understand which investments actually contributed to acquisition and revenue.
Act V
Launching Telia’s first omnichannel programme
Connecting digital commerce and physical retail into one path to purchase.
Connecting online and offline
Customers didn’t think of Telia as separate online and offline businesses — they expected to research in one channel, continue in another, and get a consistent experience. Internally, digital commerce and physical retail had operated as distinct journeys. I led the initiative to connect them, aligning digital acquisition, online discovery, e-commerce, physical stores, customer data and sales journeys across B2C and B2B.
Omnichannel as a capability
A customer might discover an offer through advertising, research it online and complete the purchase in a store — or start in-store and continue digitally. Connecting these journeys improved continuity and gave Telia a stronger foundation for understanding the complete path to purchase, establishing omnichannel as a strategic capability rather than a collection of isolated cross-channel campaigns.
Results
A platform, an operating model, and a new capability.
A rebuild that changed the commercial role of digital sales inside the organisation.
Conversion increased by 100%
The new platform, simplified purchase journeys and continuous optimisation programme doubled e-commerce conversion.
E-commerce platform rebuilt
A complete rebuild of Telia Norway’s webshop across consumer and business segments — more flexible, easier to optimise and significantly faster to develop, with releases shipping in smaller, faster cycles.
First omnichannel programme launched
Telia Norway’s first initiative connecting digital commerce and physical retail across B2C and B2B — omnichannel established as a strategic capability, not a one-off campaign.
An agile product organisation, from scratch
I created and led a cross-functional team of developers, designers, analysts and channel specialists — and rebuilt performance marketing with new agencies, measurement and attribution across paid search, display and affiliates.
Key learnings
What the transformation taught.
Platform transformation requires operating-model transformation.
Rebuilding the technology created potential; the agile team made continuous improvement possible.
E-commerce should be managed as a product.
A roadmap based on customer behaviour and commercial outcomes beats a queue of stakeholder requests.
Conversion and acquisition must be optimised together.
Media efficiency depends on what happens after the click; platform performance depends on the quality of acquired traffic.
Complex products require simpler journeys.
The digital experience should absorb telecom’s difficult choices and dependencies rather than pass them to the customer.
Omnichannel is a customer journey, not a channel project.
Customers move naturally between online and offline; the organisation and its data need to support that behaviour.
Faster deployment creates commercial advantage.
Shorter release cycles let Telia respond more quickly to campaigns, customer insight and market changes.
“I rebuilt Telia Norway’s e-commerce platform and operating model, doubled conversion, transformed performance marketing, and launched the company’s first omnichannel programme across B2C and B2B.”
My role
E-commerce transformation across B2C and B2B.
I led Telia Norway’s e-commerce transformation, coordinating across Digital, Marketing, Sales, Technology, Analytics and Retail:
- E-commerce and digital-sales strategy
- Complete platform rebuild
- Product roadmap and prioritisation
- Agile team design and leadership
- UX and conversion-rate optimisation
- Performance-marketing strategy
- Measurement and attribution
- Agency selection and management
- Paid search, display and affiliates
- Omnichannel strategy and implementation
Turning e-commerce into a growth platform?
Whether it’s a rebuild, an operating-model shift or connecting online and offline, let’s talk about the system that makes digital sales compound.
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