Name: Kaj Pedersen

Title: CTO

Organisation: AstrumU

Kaj Pedersen is a visionary executive with 30 years of experience in data and software services, known for driving strategic direction and leading high-performing teams to achieve ambitious goals. Currently managing a team with over 200 years of combined data science expertise at AstrumU, he is a trusted business advisor and incisive decision-maker who consistently delivers results.

Kaj excels in leveraging innovative technologies to drive significant ROI, leading initiatives in product development, service delivery, expense reduction, and operational efficiency. His expertise spans Strategic Planning, Technology Leadership, Profitability Improvement, and Mergers & Acquisitions.

A thought leader in the data industry, Kaj has been featured in notable publications such as Puget Sound Business Journal with "Startups can compete for tech talent by looking behind resumes" and Journal of Securities Operations & Custody's "STP: Current trends driving investment and how to deploy a strategic plan without disrupting business operations." He holds prestigious certifications as a Chartered Engineer and Chartered Information Systems Practitioner, is a Fellow of the British Computer Society, and has degrees from the University of Wolverhampton and an MBA in Global Management.

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

We’ve gone through the interviews and asked the best of the best to come back and answer 7 MORE Questions on Leadership.

I hope Kaj's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. As a leader, how do you build trust with employees, customers and other stakeholders?

As a leader, building trust starts with transparency and accountability. I believe in doing what I say I’ll do and ensuring my actions align with my words. This consistency creates a sense of safety and reliability that fosters trust among employees, customers, and stakeholders alike. With employees, I prioritize open communication and invest in their personal and professional growth. By creating an environment where they feel valued and supported, I encourage collaboration and innovation.

For customers, trust comes from delivering on promises and maintaining a commitment to quality and integrity in every interaction. Listening to their needs and acting on feedback shows that their success is my priority.

When it comes to stakeholders, it's about balancing interests and making decisions grounded in ethical principles. Trust is built when they see that I care about the bigger picture and act with integrity, even when it's challenging.

Ultimately, trust is about relationships—treating people as individuals, showing genuine care, and working together toward shared goals.

2. What do 'VISION' and 'MISSION' mean to you? And what does it actually look like to use them in real-world business?

To me, VISION is the 'why'—it’s the long-term aspiration that inspires and unites people around a shared purpose. It’s about painting a picture of the future we’re working toward, a guiding light that helps us stay focused when challenges arise. MISSION, on the other hand, is the 'how.' It’s the concrete actions and strategies that drive us toward realizing the vision. It’s the framework for turning lofty goals into practical steps.

In the real world, vision and mission come alive through leadership and culture. A clear vision energizes a team—it gives meaning to their work and connects their efforts to a bigger impact. For example, when I worked on client-server applications in the early days, I saw a vision for innovation that leadership didn’t share. That misalignment stalled progress and frustrated the team. When leadership embraces and communicates the vision effectively, it unlocks potential and drives alignment.

Mission is where leadership meets execution. It’s about breaking down the vision into achievable goals and ensuring everyone understands their role in the larger effort. At Quote.com, for instance, I turned around a tough situation by clearly articulating a mission and earning trust through immediate actions. By delivering results aligned with that mission, I motivated the team and created buy-in for the future.

Ultimately, vision and mission are only as powerful as the leader’s ability to inspire belief and foster trust. They’re not static statements—they’re living, breathing parts of a business that evolve with the team and the challenges they face.

3. How can a leader empower the people they're leading?

Empowering people starts with trust—when you trust your team, they feel confident to step up, take ownership, and contribute their best ideas. As a leader, it’s my job to create an environment where people feel valued, supported, and inspired to grow.

Empowerment means embracing the diversity of thought within a team. Everyone brings unique skills and perspectives to the table, and great leaders tap into this by encouraging collaboration and creativity. Instead of dictating every decision, I focus on defining clear goals and letting the team find their own solutions. This not only builds engagement but also allows people to take pride in their contributions.

Coaching is another critical element of empowerment. I invest time in understanding what motivates each individual and help them connect their personal aspirations to the broader mission. By providing constructive feedback and opportunities to develop their skills, I ensure they’re growing alongside the organization.

A leader also empowers by modeling integrity and accountability. When I keep my word, support my team through challenges, and stand by them during tough times, it inspires them to do the same for each other and the mission.

Ultimately, empowerment is about creating an environment where people feel safe to innovate, confident to take risks, and supported to succeed. When leaders focus on building trust, fostering collaboration, and investing in their team, it’s amazing what people can achieve together.

4. Who are some of the coaches or mentors in your life who have had a positive influence on your leadership? Can you please tell a meaningful story about one of them?

I’ve been incredibly fortunate to have had several influential coaches and mentors throughout my life—Neville Mangin (teacher), Dave Houston (Scout Master), David Jorgensen (first manager), Deb Theisen (leader/manager), Michael Armstead (leader/manager), and Donald Mattersdorff (coach/mentor). Each of them has shaped my leadership approach in unique ways, offering guidance, perspective, and support at pivotal moments.

One meaningful story that stands out is about Deb Theisen. I vividly remember a time when a well-planned system upgrade I was responsible for went disastrously wrong. I called Deb, my immediate manager, to deliver the bad news, feeling anxious and frustrated about the situation. Her response in that moment was pure gold. Instead of reacting with panic or blame, she asked me how I was feeling. She recognized the pressure I was under and calmly helped me shift from frustration to problem-solving mode.

Deb ensured I had the resources I needed, stayed available for guidance, and shielded me from external pressures so I could focus on recovery. During a long, grueling weekend, we worked to get the systems back online just as the traders arrived on Monday morning. Thanks to her steady leadership and support, they never even realized how close we came to disaster.

That experience taught me invaluable lessons about leadership in moments of crisis: the importance of empathy, composure, and creating a space for others to perform under pressure. Deb’s calm, supportive approach is something I strive to emulate in my own leadership, ensuring my team feels supported and empowered to navigate challenges successfully. It’s moments like these that remind me how impactful a great leader can be in shaping both outcomes and people.

5. Leadership is often more about what you DON'T do. How do you maintain focus in your role?

Leadership is as much about what you don’t do as it is about what you do. Maintaining focus starts with understanding that you can’t and shouldn’t try to control everything. It’s about defining clear priorities and empowering others to take ownership where their strengths align with the mission.

One of the key lessons I’ve learned is to avoid micromanagement. Early in my career, I saw the frustration that came when leaders tried to own every decision or overshadow the creativity of their teams. Instead, I focus on setting a clear vision, ensuring everyone understands the 'why' behind their work, and then stepping back to let them execute.

Another critical part of maintaining focus is knowing when to say 'no.' There are always competing demands and distractions, but good leadership requires staying disciplined about aligning efforts with the mission and vision of the organization. It’s easy to get pulled into tasks that don’t add value, but I’ve found that prioritizing the big-picture goals helps keep the team and me centered.

Finally, I maintain focus by consistently building trust within the team. When trust is strong, I don’t have to spend energy chasing down details or worrying about every small decision. This allows me to focus on leading the team through challenges, creating an environment where innovation thrives, and steering the organization toward long-term success.

6. If you fail to plan, you plan to fail. Everyone plans differently. How do you plan for the week, month and years ahead in your role?

Planning is absolutely essential to success, but it’s not a one-size-fits-all process. For me, planning involves balancing long-term vision with short-term adaptability. It starts with understanding the organization’s mission and aligning everything—weekly tasks, monthly milestones, and yearly objectives—with that overarching purpose.

At the start of each week, I focus on priorities. I identify the key outcomes that need to be achieved and ensure my team is clear on their roles and responsibilities. This allows us to stay agile while maintaining alignment with broader goals. I also carve out time to review progress, address bottlenecks, and adjust plans as needed.

On a monthly basis, I take a step back to evaluate our trajectory. Are we moving toward the milestones we set? Are there any emerging opportunities or challenges that require rethinking our approach? This review helps ensure we stay proactive, not reactive.

For long-term planning, I focus on the organization’s vision. This involves setting clear, measurable objectives for the year ahead and creating an actionable roadmap to achieve them. I also believe in building flexibility into those plans because real-world challenges will always demand course corrections.

One of the biggest lessons I’ve learned about planning is that it’s not just about the plan itself—it’s about engaging your team in the process. When people are involved in creating the plan, they’re more invested in its success and better prepared to execute it. I also ensure we revisit and refine plans regularly to keep them relevant and impactful.

Ultimately, planning isn’t just about plotting out steps; it’s about creating clarity, fostering accountability, and building the resilience to adapt when things inevitably change.

7. What advice would you give to a young leader who is struggling to delegate effectively?

My advice to a young leader struggling with delegation is this: trust your team and embrace the power of letting go. Many leaders, especially early in their careers, feel they need to own every detail to ensure success. But the truth is, holding onto everything yourself limits both your effectiveness and the growth of your team.

Delegation starts with clarity. Be clear about the why behind the task you’re assigning, the desired outcomes, and the parameters. When people understand not just what to do but why it matters, they feel a greater sense of ownership and accountability.

Next, let go of the need to control every aspect of how the work gets done. Early in my career, I saw the frustration caused by leaders who micromanaged. Effective delegation means giving your team the freedom to approach problems in their own way. That trust is empowering and often leads to innovative solutions you might not have considered.

Remember that mistakes are part of the process. When you delegate, you’re investing in someone else’s growth, and growth requires space to learn. Provide support and guidance, but also allow room for them to navigate challenges and develop confidence.

Finally, lead with integrity and trust. When your team sees that you believe in their capabilities, they’re more likely to rise to the occasion. And as you delegate, you’ll free yourself to focus on the bigger picture—on leadership, strategy, and vision.

Delegation isn’t just about getting things off your plate; it’s about building a team that can thrive independently and together, creating a culture where everyone feels valued and capable of contributing to the mission.