Tim S. Tabrizi
Keynote Speaker
Digitalisation & Digital Transformation
From the boardroom to the stage – and back: digitalisation from the practice of a Group CEO. Human in tone, clear in substance.
Group CEO of infoteam Software AG – 28 years of professional experience, including over 20 years in management positions in medical technology, telecommunications and software
350+ keynotes in 17 countries
Best Speaker Awards: BME Symposium 2017 · OptiBuy 2021
Booked by DAX companies and international SMEs
Where digital transformation is decided
Digitalisation is a leadership question first and a technology question second.
A bad process that has been digitalised is still a bad process.
New tools change little as long as the old decision-making paths remain.
Data protection and security belong at the beginning, not at the end.
Employees need time to learn, not just access to software.
The benefit has to become visible in everyday work, not just in the business case.
Why a Group CEO speaks about digitalisation
I see digitalisation from two sides. As Group CEO of infoteam Software AG, I am responsible for a software company whose customers are driving their own digitalisation. And I experience in my own organisation what it means to change ways of working while the business keeps running.
Before that, I held responsibility for over 20 years in medical technology and telecommunications – at WS Audiology, Sivantos, Unify and Siemens. Many projects there were, at their core, digital change: new systems, new processes, new roles.
This shapes my perspective: technology is rarely the bottleneck. The bottleneck is almost always the question of who decides, who learns and who carries the change in everyday work.
A digitalisation project is only complete when nobody goes back to the old solution.
My approach: digitalisation as a leadership task
In many companies, digitalisation sits with IT. It is in good hands there as long as it is about systems. As soon as ways of working change, it becomes a leadership task.
That is what I talk about: how leaders set priorities when everything is supposed to go digital at once; how they bring sceptical teams along; and how they decide where digitalisation pays off and where it does not. The link to my core topic accountability and decision-making culture is obvious: without clear responsibility, every digitalisation project turns into a coordination project.
Anyone who wants to go deeper into individual technologies will find more on the pages about artificial intelligence in everyday leadership and about change and resistance in transformation projects.
Three situations in which I am booked
- At the start of a digitalisation programme: when leaders need to understand why it is about more than a new system.
- When projects stall: when the technology is ready but nobody uses it.
- At leadership conferences with a technology focus: when AI, automation and data protection should be on the agenda as a leadership topic rather than a specialist talk.
“Our company faced major challenges in the area of digitalisation. We were looking for an expert who could show us the way. Mr Tabrizi not only impressively presented his expertise, but also gave us practical tips and strategies to successfully master the digital transformation.” – Laura Kullmann, Head of IT, Porsche
What your leaders will take away
- A clear picture of which digitalisation questions are leadership questions.
- Criteria for deciding where digitalisation pays off and where it does not.
- A way of dealing with scepticism in the team that takes questions seriously instead of glossing over them.
- Two or three concrete steps for the coming weeks.
Occasions I am booked for
Kick-off events for digitalisation and IT programmes. Leadership conferences and management conferences with a technology focus. Specialist conferences in medical technology, industry and software. On request, digital or hybrid.
Typical length: 45 to 60 minutes, 90 minutes on request with audience participation.
Booking a keynote: how we work together
Preparation. Before every keynote, I invest several hours in research: I read your annual reports, talk to your contacts and analyse the challenges of your industry.
On stage. My keynotes are not one-way lectures. I work with targeted questions, live reflections and moments in which the audience becomes active itself.
Afterwards. Upon request, you will receive follow-up materials, handouts, or an in-depth workshop for your team.
The first step is a 15-minute call, free of charge and without obligation. In it, we clarify whether my topic fits your event – and if it does not, I will tell you. Full details on the booking process and terms.
Answers to your most frequently asked questions:
What does a keynote with you cost?
A keynote with me costs between €5,000 and €9,000, depending on duration, preparation and travel. After a short call, you receive an individual quote – transparent and without hidden costs.
How long is a keynote?
Typically 45–60 minutes. On request, also as a 90-minute session with interactive elements or as a half-day workshop for greater depth.
Do you also speak in English?
Yes, I give about a third of my keynotes in English – among others for Siemens in Japan, for international teams at Kuraray and at events in Dubai and Singapore.
How do you prepare for my event?
I talk to your team in advance, analyse your industry and develop content that is a perfect fit for your audience. Every keynote is unique.
Can we talk before I book?
Of course. A 15-minute introductory call is free of charge and without obligation. It lets us clarify whether my topic fits your event.
Tim S. TabriziKeynote speaker, Group CEO & executive coach.🔗 Connect on LinkedIn