Sven Jungmann
ENDEFR
Keynotes·45–60 minutes·EN · DE · FR

Six talks. One question: what makes AI work here?

Every talk is built for the room in front of it, from two conversations with you and one with someone who will be in the audience. Below are the six I am most often booked for, with what your people leave holding.

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The talks
01

The AI is installed. Almost nobody uses it.

Why adoption stalls, and what the organisations where it worked did differently.

EN · DE · FR

The gap between AI that is bought and AI that is used, taken apart with real numbers from real deployments — including the ones that failed. Built for an audience that has already spent money and wants to know why the return has not arrived.

What the room leaves with
  • The four frictions that account for most stalled adoption, and which one is yours
  • Why the pilot that succeeded is often the reason the rollout failed
  • A test for telling genuine productivity from displaced work
02

What AI actually changes in a hospital.

From someone who is deploying it in one this quarter.

EN · DE

Documentation, records, handovers, coding — where clinical AI genuinely gives time back, where it creates a new class of error, and what the wards that made it work insisted on. For clinical leadership, medical councils and hospital IT.

What the room leaves with
  • The specific failure mode of AI that writes into a patient record
  • What clinicians need before they will sign their name under machine output
  • Which three questions to ask a vendor that they will not enjoy
03

When being wrong is expensive.

AI in industries that cannot move fast and break things.

EN · DE · FR

Built for regulated sectors: how to design an AI capability that a supervisor, an auditor or a court can inspect afterwards — without governance so heavy that the work goes underground. Uses GDPR and the EU AI Act as concrete cases rather than a compliance lecture.

What the room leaves with
  • Governance as a lane instead of a gate, with the design rules that make it one
  • The four production constraints that kill sandbox projects, known up front
  • How to tell a real regulatory blocker from an inherited assumption
04

Leading with AI: delegate less, stay closer to the work.

What changes for senior people when the cost of doing it yourself collapses.

EN · DE · FR

Senior professionals were taught to hire well and get out of the way. AI lets a leader drop two levels of abstraction back into the work without paying the time cost that made that impossible. What that does to how a team is run, and where it goes wrong.

What the room leaves with
  • Which decisions to pull back and which to keep delegated
  • How to use AI on your own thinking — the reflective use almost nobody tries
  • Why staying close is not micromanagement, and how to tell the difference
05

The work around the model.

What people are actually for once the machine can do the middle of the task.

EN · DE · FR

The talk that started all of this, and the one most often requested for mixed audiences. Framing, context, judgement, integration — the four things that stay human, made concrete enough to practise. Written for a general professional audience without becoming a general talk.

What the room leaves with
  • The four-part description of the human half of the work, with examples from your sector
  • Why prompt engineering is the easy, boring part
  • One habit to start on Monday, and one to stop
06

Rewriting the rules of the game.

Why the better answer is rarely a better version of the old one.

EN · DE · FR

The Fosbury Flop was not a better high jump; it was a different jump. When conditions change this fast, the advantage sits with organisations that redesign how the work is done rather than doing the old thing harder. An argument for that kind of noticing, and the practice that makes it possible.

What the room leaves with
  • How to spot where your industry is still doing the old jump
  • The difference between an efficiency gain and a redesign, and why only one compounds
  • A method for finding the redesign before a competitor does
How the talk gets built

The preparation is the product.

A keynote that could be given anywhere is worth what a keynote given anywhere is worth. So before I write anything, we do three things.

One scoping call with you. Thirty minutes. What has already been tried, what stalled, what nobody says out loud, and what you need the room to do differently on Monday.

One conversation with somebody who will be in the audience. Not the sponsor — someone who will sit in row eleven. This is the step other speakers skip and it is the one that makes the examples land.

Your material, read. Strategy deck, intranet post, the last consultant report, the survey nobody liked. I arrive knowing the vocabulary you already use, so the talk lands inside your language instead of next to it.

Slides reach you a week before the event, with the abstract, title and a photo your comms team can use. Standard lead time is two weeks; four for a brief that needs new material.

Stages

Booked, and asked back, by some of Europe’s largest organisations.

I have been speaking on innovation, healthcare and AI for more than a decade. The roster is alphabetical, not chronological — it is a roster, not a calendar.

AbbVie · Arvato · Avie · Bayer · Bertelsmann · Biogen · coliquio · Daiichi-Sankyo · Elsevier · GSK · Ipsen · Johnson & Johnson · Julius Bär · KV Niedersachsen · Mavie · Medice · Medtronic · Novartis · Øredev · Pfizer · PVS Privatärztliche Verrechnungsstelle · Roche · samedi · Siemens Healthineers · Start2 Group · Wellster Healthtech Group

Next step

Which of the six fits your room?

Send the date, the audience and what you need to shift. If none of the six is right, describe the brief and I will build to it.

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