Baldur Johnsen · Healthcare technology adviser
I advise health systems, boards, investors and healthcare technology companies on decisions that are difficult to reverse—from market entry and procurement to new-hospital programmes, digital infrastructure and long-term technology strategy.
I help clients see the whole decision: what clinicians need, what organisations can absorb, what procurement will accept and what the economics must support.
What I do
The work changes by client. The common thread is independent judgement grounded in how healthcare organisations actually buy, implement and operate technology.
Advice on new-hospital programmes, digital infrastructure, technology governance, artificial intelligence strategy and adoption, EHR and platform decisions, open architectures, clinical workflow and the operating consequences of choices made today.
For health systems, programme leaders and consulting firms.
Hands-on commercial leadership for healthcare technology companies entering or expanding across the Nordics, the UK, Ireland, Germany, the United States and Australia—from testing the opportunity to building a credible pipeline and partner route.
For growth-stage companies not yet ready for a full-time regional executive.
Independent challenge on product-market fit, clinical evidence, procurement risk, growth plans and major technology investments. I also take a small number of board and advisory roles.
For boards, investors and medical software founders.
When to call
“We know the product works. We do not yet know whether this market will buy it.”
“The programme is technically credible. We need to know whether it will work operationally.”
“The board is being asked to commit. We need an independent view before it does.”
“We have interest from clinicians, but no repeatable route through procurement.”
Background
I built my first clinical application in 1986. Since then I have worked as a hospital CIO, a global healthcare technology executive, an adviser on major new-hospital and digital transformation programmes, and a founder building medical software.
As CIO of Landspítali, Iceland's national university hospital, I carried responsibility for technology inside a working health system. In leadership roles with HP, CSC, DXC Technology and DNV Imatis, I worked with providers and partners across EMEA and North America. That combination matters: I understand the pressures on the buyer because I have been one, and the commercial reality because I have carried it.
Based in Norway, I work across the Nordics, the UK and Ireland, and can also support market development in Germany, the United States and Australia through a growing network.
How I work
There is no junior team behind the engagement. I do the work, which also limits how many assignments I take on.
The first question is whether the problem in the brief is the problem that needs solving. We establish that before creating a large engagement.
If I think a plan will fail in procurement, evidence will not convince a clinical committee or an investment rests on a weak assumption, I will say so early.
I hold operating and founder roles alongside advisory work. I disclose relevant interests and decline work where I cannot act independently.
Start with the situation, not a scope
I will give you a straightforward view on whether I can help. If I am not the right person, I can often point you towards someone who is.
baldur.johnsen@nordadvice.net