At the age of 19, Frode moved from Oppdal in South Trøndelag to Trondheim to study telematics and data science and went on to receive an MSc in Telecommunications. During his third year of studies, he began looking for a part-time IT job.
"I started looking everywhere from Diplom-Is to Telenor. Then one evening I got a call asking if I wanted to work on a project for Telenor in Grimstad, a tiny seaside town on the coast of southern Norway. That project is what eventually morphed into the company I am leading now."
Having never been to Grimstad before, Frode moved down south in the summer of 1997.
"After that summer I went back to Trondheim to continue my studies, but still worked part-time for the Telenor project that over time turned into Utel."
After university, followed by a year in the military (fittingly in the IT department) Gorseth made the official move to Grimstad in March 1999.
"I worked as a software developer and was the first employee hired on after the two co-founders. The company gradually grew as the whole world eased into the new millennium. Then in 2001, the dot-com bubble burst and we had to scale down significantly. I was the only person kept on with a full salary. Even the two co-founders were furloughed."
During this time, Frode took on many roles. He was the support. He was sales. In 2005, he officially took over sales and in 2007, he became the general manager.
"If I had my choice, I’m not sure I would take this path to leadership in the same way that it happened to me. I thought I could be a leader and still get to work closely with customers and software development. But leadership can't be something you do on the side – it requires full commitment."
What is your leadership style?
He describes his leadership style as inclusive and flexible, while also emphasizing the importance of optimism and clarity.
“I have a motto that I stand by: ‘If it works at home, it will work in the company.’ I try to create an environment where people feel ownership and responsibility. I don’t believe in controlling everything – I believe in enabling people.”
"I also believe that it is important to not downplay who you are. I am a leader, and it's my responsibility to create positivity and confidence for the team."
Frode sounds like the ideal boss, though he is the first one to admit that it took years for him to adopt this flexible leadership style.
"I am driven by results – that’s always been my motivation. Early on, I assumed everyone was motivated the same way. It took me some time to realize that people work for different incentives."
Can you give an example?
"In the past, if my team suddenly had a huge project to complete, I expected everyone to roll up their sleeves and work long hours and straight into the weekend for a bonus. I got pushback right away, and many of my employees let me know they needed their time off. For so long all I could think was, 'What is wrong with these people?'"
Frode recognized that he was out of sync with his team. So, he hired a career coach.
"Some need a bonus, and some just want a pat on the back. It was a wake-up call. The coach also taught me the power of giving feedback – both positive and constructive."
What else did your former self struggle with?
"A big part of my personality is that I'm always willing to help – the word 'no' is rarely in my vocabulary. I would often take on too much myself instead of asking for help. Both in my personal and professional life, I’m still working on this."
A life-changing experience
"Back when I was a student, my lung collapsed. I just remember studying and feeling a lot of pain in my chest. This wasn’t due to a remarkable injury. I never found out why it happens except that it occurs in correlation to stressful periods."
"It’s happened four times. The second time, I had been at the office for 52 hours straight."
While the experience affected his health, it also reshaped his perspective as a leader.
"It made me more aware of how far things can go if you push too hard. Today, if someone on my team is not well, I want them to go home. I see what can possibly go wrong, and I quickly take on a supportive role when others on my team are down."
Looking ahead
After nearly three decades with the company, Frode has seen Utel evolve through multiple phases - growth, setbacks, transformation, and renewal.
"Utel today is built on a highly competent team that works extremely well together. We've gone through significant changes, but we've retained what matters most: the people, the technology, and the commitment to our customers. With the same core team and technology in place, the focus is now on long-term growth, stability, and delivering on the trust our customers place in Utel."
His focus now is clear:
"To build a strong, sustainable company for the future – one that delivers real value to customers, evolves with the telecom industry, and stands the test of time."
About Frode
"My ideal vacation is an active one – whether it's skiing or snowboarding in the Alps during winter, or hiking in the summer."
Here in Ischgl on the border of Austria and Switzerland, with my partner Nina Naalsund.
Hiking in the Italian Alps. On top of Punta Rocca (Marmolada, 3265m) after crossing the Sella plateau from Passo Gardena to Passo Pordoi.
One of my favorite hikes in Norway is the Folgefonna Glacier via "Keiserstien" (Emperor’s Path), crossing the glacier, and descend through Tokheimskaret to Odda. The stunning natural surroundings offer the unique possibility of encountering all four seasons in a single journey.
At the summit of Gaustatoppen (1883 meters) with the most cherished ones – my dear Nina and three of my four bonus children, Vebjørn, Nora, and Hedda. Sadly, Veslemøy couldn’t join us on this trip.