Mimir

Knowledge before the decision.

We build capability in the people who carry responsibility for difficult decisions. Boards, executive teams, founders, and companies moving between Malaysia and the North.

Mimir Sdn Bhd  ·  Established 2004  ·  Kuala Lumpur

The company

We are not a problem solving consultancy. We raise the standard of understanding inside an organisation, so that when the moment arrives the people in the room already know what they are looking at.

Mimir was established in Malaysia in 2004. Our practices connect Norway and the wider Nordic region to Malaysia in both directions, advise on the technology and sustainability decisions now reshaping how companies are governed, and work on the boards and risk structures that carry those decisions.

Every practice sells the same outcome. A better informed decision maker.

We are independent. We do not build systems, resell software, or take commission from any vendor whose work we assess.

What we do

The Nordic corridor

Norwegian, Nordic and Malaysian companies

Movement in both directions between Malaysia and Northern Europe, supported by people who work on both sides of it.

  • Market entry and soft landing for Nordic companies establishing in Malaysia
  • Partner identification, counterparty assessment and introduction
  • Supply chain transparency readiness for Malaysian suppliers responding to Norwegian customer due diligence requirements, on an annual cycle
  • Governance onboarding for incoming management and boards
  • Cross-cultural programmes on decision making, hierarchy and negotiation
  • Outbound support and investor readiness for Malaysian companies approaching Nordic capital

AI and enterprise technology advisory

Boards, management, founders, investors

Advice for leadership teams deciding what technology belongs in their business, where artificial intelligence is worth using, and what has to be in place before either goes ahead.

  • AI readiness and adoption strategy, and identifying where the technology earns its place
  • AI governance frameworks, internal policies and standards of use
  • Inventory of systems in use, and classification by the risk each one carries
  • Human oversight, accountability and escalation design
  • Technology strategy for non technical leadership
  • Vendor and procurement assessment on the buyer's side of the table, including the purchase of AI
  • Technical due diligence for investors, acquirers and lenders
  • Operating model and business process design
  • Board and committee reporting on technology and artificial intelligence
  • Standing advisory to a board or founder with no technical voice in the room
  • Review after an automated system has produced an adverse outcome

Risk management consultancy

Boards, risk committees, management

Practical work on how risk is identified, escalated and reported, for organisations whose framework exists on paper but not in the room.

  • Enterprise risk management framework design and review
  • Risk appetite statements and risk register construction
  • Risk reporting for boards and audit and risk committees
  • Technology, operational and third party risk assessment
  • Crisis preparedness, escalation protocols and business continuity readiness
  • Post incident review, where an organisation wants to understand what its own process failed to catch

ESG consultancy and advisory

Boards, management, investors

Work on what sits behind a sustainability position, rather than on the language used to describe it.

  • ESG strategy and materiality assessment
  • Readiness for national and international sustainability reporting standards
  • The data systems and evidence trails that reporting depends on
  • Readiness for external assurance
  • Supply chain and third party sustainability due diligence
  • Board and committee oversight structures for sustainability
  • Transition planning support for companies under investor or customer pressure

Board consultancy

Boards, chairs, board committees

Work on how a board is composed, how it runs, and whether the information reaching it is good enough to decide on.

  • Board composition and skills gap review
  • Independently facilitated board effectiveness evaluation
  • Board and committee structure, terms of reference and charters
  • Board information flow, and the quality of the papers a board is asked to decide from
  • Governance frameworks and delegation of authority
  • Succession planning for the board and its committees
  • Board briefings on emerging governance obligations
How we work

Programme

A defined education, training or coaching programme, priced per programme and delivered over an agreed period.

Engagement

A scoped piece of advisory work with a fixed deliverable, a fixed fee and a stated end date.

Retainer

Standing access for a board or management team, with an agreed allocation of time each month.

The principals
Bjarte Olsen

Bjarte Olsen

Director

Bjarte is a technology entrepreneur and software architect with more than twenty five years in enterprise systems and emerging technology. He read Informatics and Mathematics at the University of Oslo.

He founded Mimir and has been its Chairman since incorporation in 2004. He is co-founder and Managing Director of Global AI Village, where he leads the development of an agricultural artificial intelligence system built in partnership with the National AI Office and the Ministry of Agriculture, now in pilot with Malaysian farmers.

He founded Suria Labs Development and led it from 2014 to 2023, building it into one of the country's established full stack development houses. Before that he founded Web Integration Technology, serving as its Chief Technology Officer from 2005 to 2022 and taking the company to MSC status. Earlier in his career, in Norway, he architected enterprise portal and content systems and consulted to Telenor.

He has sat on the board of the Malaysia Norway Business Council since 2007 and has chaired it since 2021, giving him close to two decades inside the bilateral relationship between the two countries.

His technical work spans artificial intelligence architecture, knowledge graphs and decision systems, enterprise Java platforms, industrial monitoring and control, and secure communications.

Norwegian by nationality and resident in Kuala Lumpur, he works across the Nordic and Southeast Asian markets and understands how business is done at both ends.

Norliza Rasool Khan

Norliza Rasool Khan

Director

Liza is a corporate consultant and risk specialist. She advises on corporate governance, risk and sustainability, and sits on the boards of several public listed entities and non governmental organisations, where her work includes oversight of risk management.

She is the author of A Director's Legal Guide to Navigating the Corporate Board, published by Marsden Law Book Sdn Bhd, a 424 page work on directors' duties, fiduciary responsibility, shareholder rights and the governance of sustainability and artificial intelligence at board level. She is also the author of Outside Appearances Stories, published by Cherita Books.

She holds an ESG Practitioner Certification from AIADR and UNGCMYB and a Certificate in Leading Sustainable Corporations from the University of Oxford, together with an Executive Certificate in Islamic Banking and Finance from INSEAD.

She was involved in the Governance and Ethics committee of the National AI Office, Malaysia, contributing to the development of national artificial intelligence policy, and brings that experience to Mimir's work on AI governance. She is a member of the Institute of Corporate Directors Malaysia and the International Chamber of Commerce Malaysia.

Scope of engagement

Mimir works in an educational and general advisory capacity. We do not accept instructions on any dispute, transaction, regulatory filing or contentious matter, and we do not provide representation before any court, tribunal or authority. Where a matter requires professional advice of that kind, the client should appoint an adviser of its own choosing. We take no part in that appointment and receive no benefit from it.