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©2018-2019 by L&F CG





Price: € 22 000,-
Startup date:
3 months after signed contract
Other partners: Top four in their niches
Exclusivity: One partner only



LFCG is now preparing to increase our presence in Bergen and its surrounding regions. We at LFCG feel it is a natural expansion and in accordance with our strategy to have representation throughout Norway within 2020.


LFCG are looking for a business partner, service partner or investing partner, who are looking at and view geographical growth as a savvy business move. Meaning we are looking for businesses who rather than compromising on the quality of their services by diversifying too much, rather expand into new markets. LFCG`s business models guarantee our potential partner enough turnover to ensure the new partner is break even in this new market from the get-go.


LFCG will also assist in providing proper operational facilities such as offices and internet. For partners from abroad, LFCG will also assist in establishing a local branch, NUF (Norwegian branch of a foreign company,) with bank accounts and other necessary services. 



for our new partners

The potential and opportunities we have identified are that there is an exorbitantly high rate of costly conflicts that could easily have been avoided if compliance had been carried out properly throughout the process that lead up to the conflict. We are finding these conflicts in absolutely every part of real estate. Investors are fighting funds, clients fighting developers, and customers fighting brokers. 


Summarizing the needs that must be met, or solved;  We will ensure your whole organization understands the importance of compliance and we will provide your entire organization with tools to ensure they are compliant at all times.



for LFCG

The potential and opportunities we have identified are that there is an exorbitantly high rate of costly conflicts that could easily have been avoided if compliance had been carried out properly throughout the process that lead up to the conflict. We are finding these conflicts in absolutely every part of real estate. Investors are fighting funds, clients fighting developers, and customers fighting brokers. 


Summarizing the needs that must be met, or solved;  We will ensure your whole organization understands the importance of compliance and we will provide your entire organization with tools to ensure they are compliant at all times.




20-60-20, the modern market.

There is the top section which contains 10-20% of the company's, they are experiencing immense
growth at rates of 30-40% annually. Then there is the midsection in the market which accounts for about 60% of the companies who is on a small but steady decline.
And then there is the bottom section, which also accounts for 10-20%. They are basically on their way out and losing.

Market Development
  • Our service partners are working with clients from the top section and the once that aspires to get to the top section from the midsection.

50-50, End users, the buyers

On the left side of the axes, we can find the innovators, early users, and early majority. These customers represent about 50% of the market. Their common traits are knowledgeable about their needs, ambitions regarding their position in the market, always on the lookout on ways to improve their lifestyle and willingness to pay for the right service. On the right side we find the customers whose common traits are that they buy a service because they have too, they don't really know what they are buying, price is the most important factor, they don't generate added sales and they don't really utilize the service do to a lack of basic understanding. 

Client Description
  • Our service partners are working with clients on the left side of the diagram.

20-80, the service providers

We have found that 20% of the service providers serve the left side of the market, where there are money, ambitions, and references. The other 80% of service providers are dividing the other 50% of the market where there is a lack of knowledge, willingness to pay and buying is done on price and needs.

Distribution of Clients
  • Our service partners are amongst the market leaders.




Bergen, historically Bjørgvin, is a city and municipality in Hordaland on the west coast of Norway. At the end of the first quarter of 2018, the municipality's population was 280,216, and the Bergen metropolitan region has about 420,000 inhabitants.


Bergen is the second-largest city in Norway. The municipality covers 465 square kilometers (180 sq mi) and is on the peninsula of Bergenshalvøyen. The city center and northern neighborhoods are on Byfjorden, 'the city fjord', and the city is surrounded by mountains; Bergen is known as the 'city of seven mountains'. Many of the extra-municipal suburbs are on islands. Bergen is the administrative center of Hordaland and consists of eight boroughs: Arna, Bergenhus, Fana, Fyllingsdalen, Laksevåg, Ytrebygda, Årstad, and Åsane.


Trading in Bergen may have started as early as the 1020s. According to tradition, the city was founded in 1070 by king Olav Kyrre and was named Bjørgvin, 'the green meadow among the mountains'. It served as Norway's capital in the 13th century, and from the end of the 13th century became a bureau city of the Hanseatic League.

Until 1789, Bergen enjoyed exclusive rights to mediate trade between Northern Norway and abroad and it was the largest city in Norway until the 1830s when it was overtaken by the capital, Christiania (now known as Oslo). What remains of the quays, Bryggen, is a World Heritage Site.


The city was hit by numerous fires over the years. The Bergen School of Meteorology was developed at the Geophysical Institute starting in 1917, the Norwegian School of Economics was founded in 1936, and the University of Bergen in 1946. From 1831 to 1972, Bergen was its own county. In 1972 the municipality absorbed four surrounding municipalities and became a part of Hordaland county.


The city is an international center for aquaculture, shipping, the offshore petroleum industry and subsea technology, and a national center for higher education, media, tourism, and finance. Bergen Port is Norway's busiest in terms of both freight and passengers, with over 300 cruise ship calls a year bringing nearly a half a million passengers to Bergen,  a number that has doubled in 10 years. Almost half of the passengers are German or British.


The city's main football team is SK Brann and a unique tradition of the city is the buekorps. Natives speak a distinct dialect, known as 'Bergensk'. The city features Bergen Airport, Flesland and Bergen Light Rail, and is the terminus of the Bergen Line. Four large bridges connect Bergen to its suburban municipalities. Bergen has a mild winter climate, though with a lot of precipitation.


From December to March, Bergen can be, in rare cases, up to 20 °C warmer than Oslo, even though both cities are at about 60° North. The Gulf Stream keeps the sea relatively warm, considering the latitude, and the mountains protect the city from cold winds from the north, north-east, and east.




Since 2000, the city of Bergen has been governed by a city government (byråd) based on the principle of parliamentarism. The government consists of seven government members called commissioners and is appointed by the city council, the supreme authority of the city. After the local elections of 2007, the city has been ruled by a right-wing coalition of the Progress Party, the Christian Democratic Party, and the Conservative Party, each with two commissioners. The Conservative Party member Trude Drevland is mayor-on unpaid leave since 1 September 2015, while conservative Ragnhild Stolt-Nielsen is the leader of the city government,  the most powerful political position in Bergen. After the 2015 landslide elections for the Labour party, Marte Mjøs Persen (Labour Party) is the new Bergen mayor, and Harald Schjeldrup (Labour Party) the new Bergen governing mayor. The Labour Party has formed a new center-left city government including the Labour Party, the Liberal Party, and the Christian Democrats.

The municipal council (Kommunestyre) of Bergen is made up of 73 representatives that are elected to four year terms. Currently, the party breakdown is as follows.




At LFCG, we pride ourselves in developing services and projects streamlined for creating sustainable business growth together with and for our clients and partners.

An LFCG service or project is always developed upon the latest available research (a-journal) and tested upon new technology, global trends such as sustainable and a green shift, local politics, and interviews with people and companies in the industry. 


Any LFCG partner knows their trade to the extent that they can find a way around any obstacle that arises.

All our professionals have unique expertise with the service they provide trough LFCG. Talent is an x-factor in the production which allows LFCG partners and clients to expect a little more and a little bit better than from anyone else.

LFCG will always deliver accordingly to your expectations, what has been promised, and what is possible.

Good or bad, any deviation from terms, progress, or such. Will be communicated in such a way and time that alternative measures can be implemented.

We will dress, act, and behave accordingly to any reasonable expectation any of our stakeholders might have for us.



The first traces of settlement in the Stavanger region come from the days when the ice retreated after the last ice age c. 10,000 years ago.

A number of historians have argued convincingly that North-Jæren was an economic and military center as far back as the 9th and 10th centuries with the consolidation of the nation at the Battle of Hafrsfjord around 872. Stavanger grew into a center of church administration and an important south-west coast market town around 1100–1300. Stavanger fulfilled an urban role prior to its status as a city (1125), from around the time the Stavanger bishopric was established in the 1120s.

Bishop Reinald, who may have come from Winchester, England, is said to have started construction of Stavanger Cathedral (Stavanger domkirke) around 1100.  It was finished around 1125, and the city of Stavanger counts 1125 as its year of foundation. With the Protestant Reformation in 1536, Stavanger's role as a religious center declined, and the establishment of Kristiansand in the early 17th century led to the relocation of the bishopric.

However, rich herring fisheries in the 19th century gave the city a new life. Stavanger was established as a municipality 1 January 1838 (see formannskap district).

On 1 January 1867, a small area of Hetland municipality (population: 200) was transferred to the city of Stavanger. Again on 1 January 1879, another area of Hetland (population: 1,357) was transferred to Stavanger. Then again on 1 January 1906, the city again annexed another area of Hetland (population: 399). On 1 July 1923, part of Hetland (population: 3,063) was moved to the city once again. Finally, on 1 July 1953, a final portion of Hetland (population: 831) was moved to Stavanger.

In the 1960s, the work of the Schei Committee pushed for many municipal mergers across Norway. As a result of this, on 1 January 1965, the city of Stavanger (population: 51,470) was merged with the neighboring municipalities of Madla (population: 6,025) and most of Hetland (population: 20,861)

The city's history is a continuous alternation between economic booms and recessions. For long periods of time its most important industries have been shipping, shipbuilding, the fish canning industry, and associated subcontractors.

In 1969, a new boom started as oil was first discovered in the North Sea. After much discussion, Stavanger was chosen to be the on-shore center for the oil industry on the Norwegian sector of the North Sea, and a period of hectic growth followed

On 1 January 2020, the municipalities of Finnøy, Rennesøy, and Stavanger are scheduled to merge into one, large municipality called Stavanger




Marketing and sales are the foundation for every business organic growth. We have developed eight unique workshops based upon the latest available research to ensure LFCG clients are rigged for maximum organic growth.

Economy and finance are essential for sustainable growth, without proper and correct funding. A company doesn't stand a chance in the modern marketplace. At LFCG we have developed seven unique workshops to ensure our clients have the necessary know-how on how to get the funding they need. 

Legislations are of the utmost importance to ensure the business stays out of conflict and is properly protected when dealing with governments, customers, companies, and other stakeholders. At LFCG we have developed four unique workshops to ensure our clients are prepared for any obstacle. 

Organizational development 
At a certain point in any organization's lifespan, the way one organizes, recruiters and handles itself. Will determine how much the organization potentially can grow. At LFCG we have developed seven unique workshops to ensure our clients are rigged for maximum growth.

Proptech and digitalization
Proptech, fintech, digitization, automation and robotics, it is all happening at breathtaking speed. And any organization that can't keep up will easily and fast be left behind. At LFCG we have developed four unique workshops to ensure our clients stay on top of the digital wave. 

There are always subjects our clients need to know and have a more comprehensive understanding of. That does not fit into any of our classical niches, hence we made an open category of the workshop where all those themes could be inserted. We currently have four unique workshops in that category. 




LFCG needed an accelerator to help develop those technological solutions to our client's needs. So instead of waiting for someone else to make/build something only similar to our needs, we decided to go ahead and develop whatever necessary together with our partners and clients. Thus ensuring it is designed for and by the users hence guaranteeing its usage.  

In the processes related to developing workshops for our clients, we often stumble upon great market opportunities which none of our clients are in a position to engage or tap into. For these circumstances, we have created an LFCG venture. LFCG creates joint ventures with our partners and clients to ensure those market opportunities are handled properly. 

Madhatter is derived from venture and accelerators. The sole purpose of LFCG Madhatter is to ensure that even tech, projects or business opportunities that are not related to real estate. Gets a shot at being realized. As always we will invite all partners and clients for a joint effort to see it through.  

Somewhere between knowledge, information, consumer behavior, behavior economics, legislation, and best practice is where you find LF R&D. We are mapping technological trends, international research, politics, global changes and expectations amongst stakeholders. So LFCG clients and their stakeholders can have evidence-based data to rely on when plans and decisions are made.  

LFCG Empowerment will assist NGOs, political parties, sports clubs and such with light versions of our services for free. This is to ensure that they as important stakeholders in the public debate have the necessary information to take an active role and ensure their interests are heard. 

Joint ventures and coworking projects with universities to develop courses and educational programs that prepare the workforce of tomorrow for the recruitment needs of tomorrow. It is the essence of LFCG education. 

Business loyalty 
We designed and built our own loyalty program for two reasons. First and foremost to ensure our clients have a competitive edge on their competitors by being more cost-efficient. Secondly to ensure that anything that can be automated where automated, providing an even better competitive edge.   

At LFCG we believe that the MTF`s that's been popping up in the last ten years is just the beginning on more relaxed and efficient listings for midcap companies. The need for a listing is all about enabling our clients to liquidate their shares hence being more attractive for investors. We are building our exchange on blockchain technology and allowing buying and selling of shares with cryptocurrency through certified vendors.




How we work our MO


When we have an agreement, the first we will do is to send you an email.

We want to know what you do, how you do it, plans you have for executions, and other questions that tell us how you are handling the subject today.

When we have a clear vision on your day to day operations,  we will set up the workshop according to your current needs.

The workshop is all about the difference between what you do today and what you should be doing going forward.

After the workshop, you get easy to understand roadmap that outlines activities, routines, and other elements that you need to implement.

Why should you belive that our workshop will get you results?


We are not saying our way is always the only way, maybe not even the best way. However, our approach is still an effective way. Our way leads to wherever you want to go.

When we develop our services, we always start by looking into the latest research in areas such as:

  • Marketing.

  • Consumer behavior.

  • Economics.

  • Legislation.

  • Organizational theory.

  • Other subjects that can be interesting, as long it is related to business growth.

​Then we compare it to global trends such as the green movement or sustainability.

After that, we compare it with technological trends:

  • Artificial intelligence.

  • Internet of things.

  • Machine learning.

  • Blockchain.

  • Virtual reality.

The list of technologies is both long and evolving.

At this point, our expectations on where we can expect growth are crystallizing, but we still have a few steps to go. We include local politics. What politicians do, not what they say they do.

​Moreover, as a safety measure, we interview people from the business to see if our findings correlate with their observations or expectations.

If they do, and they always do, we take these findings to our service partners, which by the way we have approached because we know they are god working on this subject.

Our service partner makes an impact assessment and a need to do a workshop to handle and get in front of the impact.

​Then we, L&F CG, see what impact the changes this workshop creates for other subjects and include those subjects and activities in the workshop.

The workshop we sell to you is approved and developed by:

  • The latest research. 

  • The latest global trends. 

  • The latest technological trends. 

  • Political actions.  

  • What your peers are experiencing. 

  • Some of the best service providers around.

We are therefore quite confident that our way will get you there 
It's not the only way but a guaranteed working way.

So although L&F CG might still be a dwarf comparing sizes with more prominent companies.
We are standing on the shoulders of giants, and the view is excellent.




CEO / Regional Development

Phone: +47 924 89 993