Long biography and talk descriptions
Marc Widmann

Full biography

Marc Widmann is an IPMA Level A certified Project Director with more than 25 years of consulting experience and the owner of acamo. As an IPMA assessor, he assesses project managers at all certification levels. This gives him practical insight into what good project leadership looks like. Within GPM, the German Association for Project Management, he volunteers as head of the Next Generation Leadership special interest group, connecting the project management community with practical AI experience.

His subject is leadership in hybrid teams of people and AI agents. For him, this is not a thought experiment. Every day, he works with his own team of more than a dozen specialised AI agent team members for research, writing, planning, travel, accounting and business development. What works and what goes wrong feeds directly into his talks: roles and approvals, a trust scale for handing over tasks, red lines and honest assessments of effort and benefit drawn from his own practice.

On stage, Marc Widmann shows real workflows rather than slides about AI, and puts them into context: What is worthwhile today, what is not yet worthwhile, and who is ultimately accountable? He has given talks and workshops at events including the IPMA World Congress 2025 in Berlin, GPM Focus 2026 in Frankfurt, COMAN Collaboration Days 2026 in Bamberg, PM Summit NRW 2026 in Bochum and PM Forum 2026 in Munich. His audiences are executives, managers, PMOs and project leaders who want to use AI responsibly, rather than simply marvel at it.

When AI agents join the team: how I lead a team of people and agents

For leadership events: leadership, accountability and delegation in teams of people and AI agents.

What happens to leadership when AI agents are no longer just tools, but take on tasks independently? Marc Widmann works daily with his own team of more than a dozen AI agent team members and shows live what that looks like in everyday work: who prepares what, who decides and who is ultimately accountable. He also shows what works well, where things go wrong and what rules have emerged from those experiences. From this, he draws out what changes for roles, approvals, meetings and career paths when each person leads several agents.

What the audience takes away:
A clear assessment of which tasks in their own area are suitable for AI agents and which remain with people.
A simple step model for trust and approvals between people and agents: from a proposal, through approval, to independent execution.
A 30-day plan for responsibly introducing a first agent into their own team.

From prompt to agent: how AI is changing project management

For PMOs and specialist conferences: AI agents in project management — with limits and prerequisites.

Most project teams today use AI for individual tasks: minutes here, a risk list there. Every request starts from scratch, and every result is passed on by copying and pasting. Using one continuous project example, Marc Widmann shows what happens when AI gets access to the project folder and receives a goal rather than a question: the minutes become a decision paper, and the folder becomes a status report. This includes an honest assessment based on his own experience: what actually runs automatically, what remains manual work and when the setup effort pays off.

What the audience takes away:
An entry matrix showing which AI applications in project management are worthwhile today and which are not yet worthwhile.
The five prerequisites a PMO must establish to turn individual prompts into a reliable workflow.
A realistic assessment of effort and benefit rather than promises of “half a job saved”.

Leading in the age of AI: what I do not delegate to a machine

For HR and Learning: the leadership skills hybrid teams need.

AI agents write drafts, prepare decisions and remind people of deadlines. The more they take on, the more important the question of what leadership means becomes. Marc Widmann shows how collaboration develops from reactive tools, through agents that prepare work, to team members, and what this means for trust, psychological safety and accountability in the human part of the team. The focus is on his red lines — personnel decisions, unchecked communication, escalations and commitments on time, budget and scope — and a trust scale that organisations can use to define these boundaries for themselves.

What the audience takes away:
A four-level trust scale (providing information, creating drafts, executing routines independently, acting autonomously) for determining how much independence an agent receives for a particular task.
Concrete red lines as a basis for discussion in their own organisation.
An understanding of how leadership roles shift in hybrid teams and which skills leaders need now.