Tim S. Tabrizi
Keynote Speaker for Leadership and Collaboration
From the boardroom to the stage – and back: Insights from the daily leadership life of a current CEO. Human in tone, clear in substance.
Group CEO & Chairman of the Board 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-30 and international SMEs
How good leadership can be measured in everyday life
Responsibility will previously distributed, not subsequently assigned.
A decision without a deadline is no decision.
Punishing mistakes doesn't mean they're reported less often, but rather... later.
Clarity is a form of respect – not the opposite.
Culture arises from what tolerated will be, not from what is advertised.
Leadership that only works upwards, doesn't work.
Why a sitting CEO talks about leadership
I'm not a professional speaker. The day after a keynote address, I'm back in the same meetings as your executives. Incomplete information, conflicting objectives, limited time.
That's the crucial difference. I don't explain leadership from observation, but from practice. Over 20 years of leadership experience in medical technology, telecommunications, and software – currently as Group CEO and Chairman of the Board of infoteam Software AG.
Your participants will notice the consequences within the first few minutes: I know the objections before they arise. The question "And how is that supposed to work for us?" is not a disruption, but rather the actual beginning of the conversation.
Therefore, you won't receive a lecture about leadership, but rather a lecture from a leader. How this journey unfolded is explained on the page about... my career path from service manager to board member.
Leadership is difficult to explain if you don't practice it yourself.
My core topic: Accountability and decision-making culture
In most companies, it's not unclear what needs to be done. What's unclear is..., Who decides – and what happens if the decision turns out to be wrong?.
That's precisely where I come in. Accountability doesn't mean naming someone responsible after the fact. It means clarifying beforehand who decides, who advises, and who is informed. This clarification takes one hour and saves half a year.
The second part is more uncomfortable: dealing with bad decisions. An organization that silently corrects mistakes learns nothing. One that punishes them will soon stop making any decisions at all.
The path in between requires leadership. – and not a question about the brochure on corporate culture.
In addition to this core topic, I will also be talking about... Artificial intelligence as a tool in everyday leadership, above Change and resistance in transformation projects as well as about Resilience in persistent uncertainty.
Most blockages arise not from ignorance, but from unclear jurisdiction.
Three missions, three questions
The same theme can be interpreted completely differently depending on the house. Three examples:
- Siemens Healthineers, Erlangen – Decision-making culture in matrix organizations. When three superiors have a say, ultimately no one makes the final decision. This presentation explores how decision-making authority can be clearly defined without abolishing the matrix structure.
- Kuraray Europe – Accountability in intercultural teams. Responsibility is understood differently in Tokyo, Hattersheim, and Singapore. This presentation will show how to recognize these differences before they escalate into conflict.
- Porsche – Leadership under pressure to change. How to lead a team through a change you don't fully believe in yet.
In addition, there are management conferences at Henkel as well as appearances for SAP, Volkswagen, T-Systems and DEVK. I give about a third of my lectures in English. – including in Japan, Singapore, Dubai and the USA.
„His experience in management and leadership has opened up new perspectives for us.“ – Thomas Ruther, Managing Director, Pertzold
What your leaders will take away
No concept that would need to be introduced. Instead, four things that will work the following Monday:
- A language for responsibility, which will be discussed at the next meeting: who decides, who advises, who is informed.
- Dealing with bad decisions, who neither covers it up nor punishes it.
- Two or three uncomfortable questions, which they ask themselves the next day.
- The experience of realizing that others feel the same way. Saying it openly is more powerful than any model.
My goal is simple: that your managers will decide differently the next day.
Leadership is lonelier than most people admit.
For which occasions I am booked
Leadership meetings as a kick-off or conclusion to the day's events. Strategy and annual kick-off events when a strategic decision needs to be communicated that not everyone immediately supports. Management conferences and specialist symposia. Change processes following mergers, reorganizations, or new leadership structures. And, upon request, digital or hybrid.
Typical length: 45 to 60 minutes, 90 minutes on request with audience participation.
Booking a keynote speaker: Here's how the collaboration works
Preparation. Before each keynote, I invest several hours in research: I read your business reports, talk to your contacts, and analyze the challenges of your industry.
On stage. My keynotes are not lectures. I work with targeted questions, live reflections, and moments where the audience actively participates.
Thereafter. Upon request, you will receive follow-up materials, handouts, or an in-depth workshop for your team.
The first step This is a 15-minute consultation, free of charge and without obligation. In it, we'll determine whether my topic is a good fit for your event – and if it isn't, I'll let you know. More details to Booking process and conditions.
„His positive approach to a proactive approach to mistakes has encouraged our team to be more open.“ – Michael Lehmann, Team Leader, T-Systems
Answers to your most frequently asked questions:
How much does a keynote cost with you?
My keynote speeches cost between €5,000 and €9,000, depending on the duration, preparation, and travel expenses. After a brief consultation, you will receive a personalized quote – transparent and with no hidden costs.
How long does a keynote last?
Typically 45-60 minutes. On request, also available as a 90-minute impulse with interactive elements or as a half-day workshop with more in-depth sessions.
Do you also speak English?
Yes, I give about a third of my keynotes in English - for Siemens in Japan, international teams at Kuraray and events in Dubai and Singapore, among others.
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 I have an interview in advance?
Of course. A 15-minute introductory meeting is free of charge and non-binding. This allows us to clarify whether my topic is suitable for your event.
Tim S. TabriziKeynote Speaker, CEO & Executive Coach.🔗 Connect on LinkedIn