Our people
Jan 26, 2026
Growing a business and a country – Meet Cecilie and Terje from Wolt Norway
Growing a marketplace is rarely straightforward. At Wolt, it’s about helping businesses grow sustainably, navigating constant change, and building teams that can move fast.
That responsibility sits with Cecilie Moseng, Head of Restaurants, and Terje Forbord, Head of Retail. Together, they lead Wolt’s commercial growth in Norway.
They’ve followed different paths to Wolt, but what drew them both in was a mix of curiosity, the people they met along the way, and the feeling that this was a place where you could build something meaningful.
In this conversation, Cecilie and Terje reflect on the realities of leading Sales and Merchant teams and the lessons they’ve learned along the way.
From around the world to Wolt
Cecilie has lived in Singapore, France, England, and Australia, building a career that spans IT, an MBA, and even selling luxury car brands before returning to Norway. For Terje, he spent a big part of his life in Zimbabwe, Russia, South Africa, The Netherlands, and Luxembourg before he and his wife decided to move back to Norway in 2012. That time abroad shaped how both of them think about work, and what they look for in it.
“I’m a bit of a wild card,” Cecilie says. “My ideal state is to not know what I’m doing, having to learn about new things. I love to be challenged every day and get to know new people.”
She came across Wolt while living abroad. At the time, she didn’t know the company well, but something about the role stood out.
“I saw this job ad, and even though I didn’t know what Wolt was, I liked the tone,” she says. “It felt like it was written by someone I’d actually want to hang out with. I also loved every person I’d met and felt like these were people I wanted to work with, in a company with a mission I really believed in.”
Terje’s path was slightly different. He already knew Wolt and had heard positive feedback from people he trusted. Even so, applying meant stepping into a role that didn’t follow his previous career pattern.
“It wasn’t a role that I might have normally looked at, I’d had more senior roles elsewhere”, he admits. “But a former colleague who had joined Wolt said it was amazing, so I decided to take a chance.”
What leading sales at Wolt actually looks like
Today, Cecilie and Terje lead different parts of Wolt’s business in Norway — Cecilie on the restaurant side and Terje across retail verticals like grocery, pharmacy, pets, and electronics. No two days ever look the same for them.
“There are new problems and challenges every day, and that’s what makes the job fun,” Terje says. “We have very high growth ambitions, we want to move fast, and we need to align those goals with what our partners want to achieve.”
That pace means priorities shift often. New products launch, new opportunities emerge, and teams are expected to adapt quickly. “In previous jobs, someone would come in December and say we have a new product rolling out in March,” Cecilie says. “At Wolt, sometimes people come and say, ‘We launched this yesterday, can you help us go to market today?’”
For Cecilie, a big part of leadership is creating space for her team to operate in that environment. “My job is, to a large degree, trying to absorb as much of the chaos as possible so that my team has the space to go and do their jobs well, to find the right opportunities,” she explains.
On the restaurant side, that often means working closely with merchants to spot simple but meaningful ways to grow.
“We’re trying to help our merchants make money and help them see how they can get even better,” Cecilie says. “It might be that they’re missing a dessert, a side dish, or a drink — or that they turn off the system during peak hours. It’s really about finding opportunities for them to grow with us.”
Terje sees a similar dynamic in retail, where growth often starts with earning trust. “Many big retailers have been sceptical when it comes to quick commerce,” he says. “It takes time to convince them about the opportunity we can provide.” Proving the value is a big part of the work. Read more about working in sales and merchant operations at Wolt.
We’re all in this together
Moving fast only works if the culture supports it. For both Cecilie and Terje, that’s been one of the biggest reasons they’ve stayed at Wolt, especially as the company has grown.
And that culture is shaped by the people who make up the teams. In Sales at Wolt Norway, that means people from a wide mix of backgrounds and experience levels. Some are in their very first job, while others bring master’s degrees and more than a decade of experience, but all working closely together toward the same goals.
When Terje started, there were less than 10 full-time employees in the Norway office and Wolt was only operating in a few cities. Now, we’re a team of 400. Despite the growth, the way people work together has stayed consistent.
“I’ve loved the culture from day one,” Terje says. “It’s a very flat organization, and you can ask anything from anyone, whether it’s Norway or globally.”
“More than any other place I’ve been, Wolt has this feeling like we’re all in this together. I’ve never felt alone in anything I’ve done here. Ever. People will jump in and help others and do stuff that isn’t really their job,” Cecilie adds.
That openness shows up clearly in how teams are built. “We spend a lot of time on recruitment,” Terje explains. “Not just finding someone who can do the job, but someone who has the right culture fit. That’s a key part of every hire,”
That combination of shared ownership and genuine support is what makes the pace sustainable, even when the work is demanding.
Challenges are part of the reward
Leading Sales at Wolt also means operating in a fast-changing industry. Competition is constant, priorities shift, and not every partner is immediately convinced. As the business has grown, so has its complexity.
“When we started, we only focused on restaurants and we had one delivery method,” Terje explains. “Since then, we’ve added another five or six products. Even for us internally, it’s difficult to keep up with everything we’re doing and the pace we’re keeping.”
That pace doesn’t just shape the work, it shapes the market. Over time, Cecilie and Terje have seen both customer behavior and expectations evolve alongside Wolt’s expansion in Norway.
“The culture here is changing,” Terje says. “Not so long ago you would bring your own sandwich to work for lunch, but we’ve seen a real shift for sure.” Cecilie adds that “we’re building new habits and also challenging some of the status quo in Norway.”
Terje has had a front-row seat to how quickly things have grown: “It’s been great to witness the growth firsthand. When I started we were in four cities, super small and no one had really heard of Wolt. Now we’re in 60 cities, have over 1 million users and people love the brand. In retail we’re really only just starting our journey.”
That growth naturally raises a broader set of questions:
What should Norway look like in the future?
How can we get more people into the workforce?
At the same time, these challenges are exactly what makes the work rewarding. For both Cecilie and Terje, one of the most motivating parts of the job is watching people grow.
“Many have gotten amazing opportunities for growth,” Cecilie says. “I don’t think people realize how unusual it is to get such challenges and responsibilities so early in their careers.”
Beyond individual careers, they also see the impact ripple outward.
“We have examples of restaurants that started out with one restaurant, then opened new restaurants and expanded into new cities,” Cecilie adds. “They’ve been able to build a livelihood.”
Who would thrive leading Sales at Wolt?
“We always look for very independent people. There’s very little micromanagement, because no one has time to do that.” Terje says.
People who do well here tend to be proactive and resilient — the kind who see shifting priorities as part of the job. They need to be agile and can adapt to change. “Changes can happen every week here,” Terje says.
Cecilie looks for something else too: persistence and care. “We throw people into the deep end and then give them opportunities to try and learn and fail,” she says. “People have the freedom to try things and then course-correct as they go.”
Especially on the small and medium merchant side, that often means hearing “no” — and continuing anyway. “You need tenacity,” Cecilie says. “When you hear a rejection or objections, you just have to move through them and keep trying.”
But above all, you have to have heart. “You need to care about the merchants, the couriers, your colleagues, and what you’re building because this is not an easy job,” Cecilie emphasizes.
