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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 Trondheim and its surrounding regions (Ryfylke/Rogaland.) 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.




Trondheim historically Kaupangen, Nidaros and Trondhjem, is a city and municipality in Trøndelag county, Norway. It has a population of 193,666 (4th quarter 2017) and is the third most populous municipality in Norway, although the fourth-largest urban area.


Trondheim lies on the south shore of Trondheim Fjord at the mouth of the River Nidelva. The city is dominated by the Norwegian University of Science and Technology (NTNU), the Foundation for Scientific and Industrial Research (SINTEF), St. Olavs University Hospital and other technology-oriented institutions. 


The settlement was founded in 997 as a trading post, and it served as the capital of Norway during the Viking Age until 1217. From 1152 to 1537, the city was the seat of the Catholic Archdiocese of Nidaros; since then, it has remained the seat of the Lutheran Diocese of Nidarosand the Nidaros Cathedral. It was incorporated in 1838. 


The current municipality dates from 1964, when Trondheim merged with Byneset, Leinstrand, Strinda, and Tiller. The city was originally given the name by Olav Tryggvason. It was for a long time called Nidaros (English: Mouth of the river Nid), or Niðaróssin the Old Norse spelling. But it was also just called kaupangr ("city") or, more specifically, kaupangr í Þróndheimi ("the city in the district Þróndheimr", i.e. Trøndelag). In the late Middle Ages people started to call the city just Þróndheimr. 


In the Dano-Norwegian period, during the years as a provincial town in the United Kingdom of Denmark–Norway, the city name was spelled Trondhjem. Following the example set by the renaming of the capital Kristiania to Oslo, Nidaros was reintroduced as the official name of the city for a brief period from 1 January 1930 until 6 March 1931. 


The name was restored in order to reaffirm the city's link with its glorious past, despite the fact that a 1928 referendum on the name of the city had resulted in 17,163 votes in favor of Trondhjem and only 1,508 votes in favor of Nidaros. Public outrage later in the same year, even taking the form of riots, forced the Storting to settle for the medieval city name Trondheim. 


The name of the diocese was, however, changed from Trondhjem stift to Nidaros bispedømme (English: Diocese of Nidaros) in 1918. Trondheim was briefly named Drontheim during the Second World War, as a German exonym. Historically, Trondheimen indicates the area around Trondheim Fjord. 

The spelling Trondhjem was officially rejected, but many still prefer that spelling of the city's name.




The municipality is governed by a municipal council of elected representatives, which in turn elects a mayor. On 1 January 2005, the city was reorganized from five boroughs into four, with each of these having separate social services offices. The current boroughs are Midtbyen (44,967 inhabitants), Østbyen (42,707 inhabitants), Lerkendal (46,603 inhabitants) and Heimdal (30,744) inhabitants. The Population statistics listed are as of 1 January 2008. Prior to 2005, Trondheim was divided into the boroughs Sentrum, Strinda, Nardo, Byåsen, and Heimdal.

The municipal council (Kommunestyre) of Trondheim is made up of 67 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.



Trondheim was named Kaupangen (English: a market place or trading place) by Viking King Olav Tryggvason in 997 CE. Shortly thereafter it came to be called Nidaros. In the beginning, it was frequently used as a military retainer (Old Norse: "hird"-man) of King Olav I. It was frequently used as the seat of the king, and was the capital of Norway until 1217.


People have been living in the region for thousands of years as evidenced by the rock carvings in central Norway, the Nøstvet and Lihult cultures and the Corded Ware culture. In ancient times, the Kings of Norway were hailed at Øretinget in Trondheim, the place for the assembly of all free men by the mouth of the River Nidelva. Harald Fairhair (865–933) was hailed as the king here, as was his son, Haakon I, called 'the Good'. 


The battle of Kalvskinnet took place in Trondheim in 1179: King Sverre Sigurdsson and his Birkebeiner warriors were victorious against Erling Skakke (a rival to the throne). Some scholars believe that the famous Lewis chessmen, 12th-century chess pieces carved from walrus ivory found in the Hebrides and now at the British Museum, may have been made in Trondheim. Trondheim was the seat of the Archbishop of Nidaros for Norway from 1152, who operated from the Archbishop's Palace. Due to the introduction of Lutheran Protestantism in 1537, the last Archbishop, Olav Engelbrektsson, had to flee from the city to the Netherlands, where he died in present-day Lier, Belgium. 


The city has experienced several major fires. Since much of the city was made of wooden buildings, many of the fires caused severe damage. Great fires ravaged the city in 1598, 1651, 1681, 1708, twice in 1717, 1742, 1788, 1841 and 1842; however, these were only the worst cases and there have been several smaller fires in the city. The 1651 fire destroyed 90% of all buildings within the city limits. The fire in 1681 (the "Horneman Fire") led to an almost total reconstruction of the city, overseen by General Johan Caspar von Cicignon, originally from Luxembourg. 


Broad avenues like Munkegata were created, with no regard for property rights, in order to stop the next fire. At the time, the city had a population of under 10,000 inhabitants, with most living in the downtown area. After the Treaty of Roskilde on 26 February 1658, Trondheim and the rest of Trøndelag, became Swedish territory for a brief period, but the area was reconquered 10 months later. The conflict was finally settled by the Treaty of Copenhagen on 27 May 1660. During the Second World War, Trondheim was occupied by Nazi Germany from 9 April 1940, the first day of the invasion of Norway, until the end of the war in Europe, 8 May 1945. 


The German invasion force consisted of the German cruiser Admiral Hipper, 4 destroyers, and 1700 Austrian Mountain troops. Other than a coastal battery opening fire, there was no resistance to the invasion on 9 April at 5 AM. On 14 and 17 April, British and French forces landed near Trondheim in a failed attempt to liberate Trondheim as part of the Namsos Campaign. During the occupation, Trondheim was the home of the notorious Norwegian Gestapo agent, Henry Rinnan, who operated from a nearby villa and infiltrated Norwegian Resistance groups. 


The city and its citizens were also subject to harsh treatment by the occupying powers, including the imposition of martial law in October 1942. During this time the Germans turned the city and its environs into a major base for submarines (which included building the large submarine base and bunker DORA I), and also contemplated a scheme to build a new city for 300,000 inhabitants, Nordstern ("Northern Star"), centred 15 kilometres (9 miles) southwest of Trondheim, near the wetlands of Øysand in the outskirts of Melhus municipality. 


This new metropolis was to be accompanied by a massively expanded version of the already existing naval base, which was intended to become the primary future stronghold of the German Kriegsmarine. Today, there are few physical remains of this enormous construction project. The city of Trondheim was established on 1 January 1838. 


On 1 January 1864, part of Strinda (population: 1,229) was amalgamated with Trondheim. Then, on 1 January 1893, another part of Strinda (population: 4,097) was transferred to Trondheim. On 1 January 1952, the Lade area of Strinda (population: 2,230) was transferred to Trondheim. On 1 January 1964, a major municipal merger took place: the neighboring municipalities of Leinstrand (population: 4,193), Byneset (population: 2,049), Strinda (population: 44,600), and Tiller (population: 3,595) were all merged with the city of Trondheim (population: 56,982), which nearly doubled the population of the municipality.

 A transfer of Klæbu (population: 6,050) to Trondheim is planned for 1 January 2020.




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