Korsaa Aps
Morten Korsaa
Lieutenant for Project Sponsors
Owner-side support for project sponsors who want better conditions for success in large, complex projects.
Sponsor’s leverage
The value is not another delivery layer.
It is sharper sponsor insight, better questions and earlier decisions where they matter most.
You are heading the steering group.
You are accountable for the business outcome.
And you still have all your other responsibilities.
In an ideal world, you would have enough time to challenge the project logic, test the governance structure, understand the technical concerns, detect weak signals, prepare every steering group meeting properly, and still run the rest of your business.
Most sponsors do not live in that world.
That is where I come in.
I work as the sponsor’s independent lieutenant: a critical friend, governance risk filter and decision-support partner focused on whether the project has strong enough conditions for success.
Not as the project manager.
Not as the delivery supplier.
Not as another layer of reporting.
My role is to help you strengthen the conditions around the project: governance fit, decision paths, risk visibility, progress insight and stakeholder access.
What I help you see
Complex projects rarely fail because no one reports status.
They fail because the sponsor receives the wrong insight too late.
I help you see what ordinary reporting may not show clearly enough:
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whether the project’s conditions for success are strong enough
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whether the governance structure actually gives you control
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whether decisions are made fast enough
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whether risks are being mitigated or merely registered
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whether progress reporting reflects real progress
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whether capability problems are visible before they become expensive
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whether stakeholder access is good enough for the project to move
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whether the steering group is discussing the issues that really matter
Yes, this includes a technical and governance BS filter.
Sometimes that is exactly what the sponsor needs.
What you get
Executive sparring
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Critical friend to the accountable sponsor
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Structuring of complex problems
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Preparation for steering group meetings
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Clearer decision options
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Prioritized actions
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Challenge where challenge is needed
Governance and control
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Review or redesign of governance structures
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Decision forums and escalation paths
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Risk and progress insight
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Decision latency analysis
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Stakeholder alignment
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Early warning signals
Communication
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Executive briefings
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Short, decision-ready notes
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Translation between technical, business and governance concerns
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Clearer framing of difficult trade-offs
What you do not get
Best fit
Use this role when the project is important, complex, politically sensitive or difficult to understand from ordinary reporting. Also relevant when the project team is capable, but the conditions around them may not be strong enough.
You do not get a black-suit brigade.
You get direct senior advisory from someone who has spent 35+ years analyzing what makes complex projects work — and what quietly turns them into bad surprises.
I do not arrive with a new reporting religion.
I do not sell a large implementation team.
I do not replace the project manager or the sponsor.
I help the sponsor see more clearly, decide earlier and govern better.
Not a gate review. Not another reporting layer.
Most reviews ask whether the project can proceed.
I help the sponsor ask whether the project is governable.
The role is not to criticize the project team. It is to improve the conditions under which the project team is expected to succeed.
At a glance
After analyzing and advising on hundreds of projects, I recognize problematic patterns in a timely manner and know which preventive actions actually work.
Experience
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35+ years in IT, product development, projects, governance and organizational improvement
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Experience across software, engineering, finance and medical device
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Danish and English
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Based near Copenhagen, Denmark
Credibility
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Analysis and advice for 300+ projects
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Experience from major Danish and international companies
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Including 6 OMX C20 companies
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32 years of facilitating executive decisions
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Method-agnostic
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Coach by training and by nature
Engagement model
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On-demand executive sparring
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Fixed weekly or monthly cadence
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Steering group preparation
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On-site support for critical meetings and milestones
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Governance setup during project initiation
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Governance repair during execution
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Objective post-mortem analysis after completion