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Independent IT advisor

Vendor management, contract negotiation and complex IT projects

When tensions rise in an IT project, I help bring clarity, get on top of estimates and solution choices, and create a clear basis for action.

When a technical team lacks an experienced leader, I can step in as an interim CIO/CTO or playing coach for a period.

Jasper Hedegaard Bojsen
jasper@etara.dk+45 40 90 41 68
29 years
at Microsoft
10 years
in international director roles
100+
IT projects over 30+ years

Advisory

I am typically brought in when the organisation needs fresh eyes and a technically grounded partner.

Vendor management & contract negotiation

I help when a vendor relationship is under pressure and there is uncertainty about estimates, scope, or deliverables.

  • Advisory and negotiation support in escalated IT projects
  • Review of requirements, estimates, delivery, and the contractual basis
  • Technical depth that makes the numbers and solution choices transparent to business and leadership
  • Sourcing and technology choices, when they are part of the solution: the balance between internal capabilities, partners, and vendors
  • Assessment of vendors’ AI promises: what is real, what is pie in the sky
  • A decision basis, so the organisation and leadership can act

Vendor management and negotiation have been part of my work throughout my career, as a director responsible for delivery and subcontractors and as an advisor.

Complex IT projects

When the status reports have become watermelons, green on the outside and red within, the steering committee or the board needs a true picture of where the delivery really stands.

  • Translation both ways between leadership and the technical project
  • Overview of dependencies, risks, and decisions
  • Advisory support for the people who run day-to-day project and vendor management
  • A decision basis for the steering committee, where I gladly take a seat

My role is advisory: I help the organisation and its leadership choose the direction, and I support the people who drive it day to day. I do not take over daily operations.

Technical leadership through transitions

Sometimes an organisation lacks an experienced technical leader at a critical moment: someone who can bring direction and meaning, and get into the work themselves.

  • Senior technical leader or interim CIO/CTO through a transition
  • Architect and team lead: a playing coach who still writes and understands code
  • Experience hiring, coaching, and leading specialist teams nationally as well as internationally
  • Psychological safety and a team that comes out standing stronger on its own

I pass on the baton as soon as the team can stand on its own again.

Right now:

I am currently advising a government agency on vendor management in an escalated IT project.

How I work

  1. Understand the situation

    I start with the contract, requirements, estimates, architecture, and what really drives the parties. Only when the facts are in place can we pick up speed.

  2. Create clarity

    I separate what we know from what we assume, and bring together questions, risks, and options. The result is a decision basis the organisation, leadership, and steering committee can act on.

  3. Set direction

    I help choose the way forward, prepare the negotiation, and make the steering committee's choices clear.

  4. Anchor and exit

    I hand over working methods and knowledge so the organisation and team can carry the work forward themselves.

About me

Three decades in IT: consultant, director, and now advisor.

I have built my career on bringing technology, business, and leadership together. Senior leaders at Microsoft were expected to cover all three, particularly in the international product organisation.

I was part of the product leadership team that transformed Microsoft Dynamics NAV into the global SaaS platform Microsoft Dynamics 365 Business Central, with more than 50,000 customers, mostly small and mid-size companies, two million users, and thousands of partners (2025 figures).

In my final years in Microsoft’s product organisation, I co-founded and led an international engineering team that turned insights from hundreds of solutions into concrete improvements to the Azure platform.

For almost a decade I held various roles on the senior leadership team of Microsoft Denmark. As National Technology Officer, I worked closely with the public sector on complex solutions, procurement, and contract processes.

Along the way I held almost every role in an IT project: as a consultant and advisor for clients including Novo Nordisk, Danfoss, and the Danish Defence, as a deputy director responsible for selling and delivering complex IT projects, including managing subcontractors, and as a director on the supplier side of large contracts. Today I draw on that experience as an advisor.

I hold a Master of Science in Engineering from the Technical University of Denmark, with executive education in management and innovation from INSEAD, Stanford, and CBS.

I never let go of the code: I have contributed code to .NET (EF Core), and my open source libraries have passed two million downloads on nuget.org.

I founded Etara in 2025. Here I draw on that experience to help organisations understand their IT projects and make informed decisions.

Organisations from my career

Across nearly three decades I have met over a hundred organisations, large and small: private companies, public institutions, NGOs, and associations.

  • Microsoft
  • Novo Nordisk
  • Danfoss
  • TDC
  • ADP
  • Microsoft Dynamics 365 Business Central
  • DR (Danmarks Radio)
  • Dansk Standard
  • ISO
  • Forsvaret
  • Danske Handicaporganisationer (DH)
  • IOTA Foundation
  • Gladcloud
  • Relesys
Standards:

I helped review and confirm the Danish authorized translation of the W3C accessibility standard WCAG 2.0 (2009). I was also part of the Danish delegation for ISO’s adoption of Office Open XML (ISO/IEC 29500) in 2008.

What others say

He listens carefully, thinks clearly, and has that rare ability to move between technical depth and big-picture strategy without losing sight of either.

Jens Munch Lund-NielsenHead of Trade & Supply Chains, IOTA Foundation & TWIN, formerly A.P. Moller-Maersk
Read the full recommendation

I work in the complex space of international trade, most recently with the intersection of trade, policy, and blockchain technology. It’s not a space that’s easy to drop into. But Jasper is one of the few people I’ve met who can not only understand it, he can engage with it strategically.

I’ve known Jasper for many years, and every time we’ve interacted, I’ve come away with sharper insight and better questions. If you’re looking for a strategic partner who can help you navigate what’s next, especially when the terrain is unfamiliar or complex, I can give Jasper my strongest endorsement.

Focus on the right things to create a positive reaction to change.

Laura GhimpeteanuSenior Engineer, Microsoft Germany
Read the full recommendation

Jasper has extremely good technical knowledge, across multiple domains and technologies, but I think his greatest strength is his leadership, combined with the dedication for his team. He is always open and available if you need guidance, showing emotional intelligence and empathy.

Jasper is also a visionary and leads by example, providing clarity and aligning the team with the direction. His ability to inspire and motivate, together with his impressive decision-making skills and strategic thinking, make him an exceptional, strong leader for any team.

Consistently brings a comprehensive perspective to any situation.

Julia NathanMicrosoft Corp, USA
Read the full recommendation

I had the pleasure of collaborating with Jasper as part of an international leadership team for Azure Customer Engineering at Microsoft. Jasper consistently brings a comprehensive perspective to any situation and facilitates thoughtful discussions to consider additional crucial aspects when necessary.

He introduces novel and alternative viewpoints in a non-confrontational manner, promoting collaboration within the leadership team while striving for action, progress, and sustainable business success. Jasper contributes substantial experience to any team, and his sense of humor makes him fun and enjoyable to work with.

More recommendations on LinkedIn

Questions and answers

How does an engagement start?

We start with a short, no-obligation conversation about your situation. If it makes sense for both sides, we agree on a defined first step, such as reviewing the case, contract, or project.

How quickly can you step in?

An initial conversation can almost always happen within a few days. The start date depends on the scope and my existing commitments, but I make every effort to move quickly in escalated cases.

How much time do you put into an engagement?

Most engagements follow a regular rhythm of a few days a week: more during the initial and intensive phases, less once things are moving. I stay close enough to know the details while giving the team room to run the work. If you need more time for a period, for example as interim CIO/CTO, we agree on that.

Who do you typically work for?

Typically mid-size and larger Danish companies, the public sector, and associations and NGOs, nationwide, in person and remotely. But the situation matters more than size: a smaller organisation can also face an IT project with a lot at stake.

Do you work directly or through consultancies, and what if the task needs more people?

Most engagements run through consultancies I partner with, often under a larger agreement or framework contract: in the public sector, frequently via SKI. If the task needs more people or other skills, we can draw on the consultancy’s specialists. And if that arrangement doesn’t fit your situation, we find one that does.

What if the task calls for a whole consulting team?

I help you find the right team. I have the network and experience to judge who fits the task.

Do we become dependent on you?

Your project should not depend on my availability. From day one, I work to keep the knowledge and understanding with the organisation and its leadership, so you are stronger when I step away.

How do you work with AI?

Practically, with a clear view of its limits. I use AI daily for analysis, development, and writing. It amplifies experience and judgment; it does not replace them. I help teams use AI sensibly and securely, and help the organisation and its leadership assess where it adds value.

What about confidentiality and conflicts of interest?

No clients or cases are mentioned publicly without explicit agreement. We address conflicts of interest at the outset, and I say so openly if an engagement is too close to previous or ongoing work.

When am I not the right choice?

If you need someone to take over day-to-day project or vendor management for an extended period. I advise the people running that work. Technical leadership is the exception: I can step in as interim CIO/CTO or as a leader who also works alongside the team during a transition.

Need an outside perspective?

Let’s have a no-obligation conversation about vendors, projects, or technical leadership. The first 30 minutes are about your situation, what I see straight away, and whether I am the right fit at all. I typically reply within one working day.

Email meLinkedIn+45 40 90 41 68

I look forward to hearing from you.

Jasper