Jan Tore Knutsen: built in operations, shaped by real-world experiences

Built in operations. Shaped by real-world experiences.

Jan Tore Knutsen has spent most of his career close to operations. Before stepping into the role of Chief Operating Officer at Maersk Training, he had already worked his way through much of the organisation – from external instructor to instructor, Operations Manager, General Manager and Head of Division. Becoming COO was not a dramatic shift. It was the natural continuation of a hands-on journey.

“I’ve been around Maersk Training long enough to have worn most of the operational hats. So, becoming COO was just the next logical step.”

His foundation was laid in the military. His first command and years in special forces shaped how he sees leadership and responsibility. He later spent more than 400 days offshore as a performance coach and around 500 days in simulators, gaining deep insight into human performance under pressure.

One experience never left him. During a multinational exercise controlled by Jan Tore, an aircraft crashed into a mountain top killing all five crew members.

“It was a brutal reminder that even the best teams and equipment can fail if human factors break down.”

Connecting the operations room of the business

As COO, his remit spans product development, learning support, HSEQ, back-office functions and global services. He describes the role as Operations Support more than anything else. It connects the moving parts that keep the business running.

His days move between meetings, travel and focused work. Some days are about resolving urgent issues. Others are about strengthening procedures to prevent the next issue.

“Some days I’m fighting fires. Other days I’m writing procedures to stop the next fire. Both are part of the job.”

Alignment across regions comes down to disciplined communication. In a global organisation, clarity must be intentional.

Deciding the pace without losing direction

When pressure builds and everything feels urgent, he begins with customer impact. That lens helps him prioritise.

He also relies on a military habit he calls sharing the remaining daylight – being open about what is known, what is uncertain and how much time is available, early enough for others to contribute.

By nature, he is solution oriented and quick to act. That energy drives progress, yet he consciously reminds himself to pause and think long term. Balancing speed with strategy is an ongoing discipline.

“I tend to jump at problems. I’m solution oriented by nature, so I often have to remind myself to slow down and think strategically.”

Artificial Intelligence is one of the trends shaping his thinking today. He is actively learning how to use prompting and digital tools to reduce complexity and improve clarity. For him, mastering AI tools is no longer optional. It is part of modern leadership.

Driving standardisation. Delivering first time right.

The impact he wants to leave is straightforward. If he contributes to a more standardised Maersk Training with a strong First Time Right mindset across the company, he will consider his mission fulfilled.

“If I eventually leave a more standardised Maersk Training with a First Time Right mindset across the company, I’ve made my impact.”

He sees opportunity in working smarter through standardisation, digital tools and stronger global alignment. Success shows up as operational stability, strong customer outcomes and fewer friction points for the teams delivering the work.

Discipline beyond the office

Outside work, he invests in the things that keep him grounded. Time with loved ones remains central. Physical training plays a key role, whether that is weightlifting, cycling, running or simply spending time outdoors.

Reading offers another reset. His taste has evolved from Scandinavian crime and spy novels to military science fiction, a reflection of both curiosity and imagination.

He also sets personal challenges for the discipline, like improving a bench press personal best or committing to weekly morning swims, even in the depths of winter. For him, the process matters more than the outcome.

Calm in the chaos

Two principles guide him: accomplish the mission and take care of your people. Leadership, in his view, is service.

A piece of advice from his military days has stayed with him. A British staff sergeant once said, “Sir, officers never run. It scares the men.”

“As a leader, you need to balance urgency with control. Be the calm in the chaos.”

For those early in their careers, his message is simple: trust yourself, take calculated risks, ask for help and keep learning. Authenticity, continuous learning and consistency will take you further than chasing perfection.

Respected mentor. Trusted leader.

Colleagues describe Jan Tore as a calm and dependable presence, especially in high-pressure situations, and a mentor who leads with both clarity and care.

“JT has been, and continues to be, a mentor to me. I greatly value his composed leadership in stressful moments and the depth of insight he brings to complex situations. He represents the kind of leader I aspire to become.”

They highlight his ability to adapt his leadership style to the needs of the team. In smaller teams, he readily steps in to support operational tasks and ensures collective success. When leading larger groups, he creates the conditions for people at all levels to contribute, grow and perform with confidence.

His approachable nature also shapes team culture. Whether sharing a light moment at the end of the week or engaging in friendly Denmark–Norway rivalry, he brings a human touch that strengthens connection across teams.