Sesame Summit 2026 – application open

Jörn Leogrande

In case you somehow missed all the buzz about Wirecard over the past couple years, here’s the TL;DR backstory, for context: Wirecard’s meteoric rise from being just a small startup in Munich back in 1999 to eventually dominating the German stock exchange in 2018 soon exploded in flames in 2019 after the Financial Times reported accounting irregularities in Wirecard’s Asia Pacific operations.

After months of deep investigation, 2 separate auditing firms (EY & KPMG) both found an estimated 1.9 billion euros missing from Wirecard’s balance sheet which of course caused the collapse of the company in 2020 with the fallout still ongoing today.

When Ben & I first met Jörn Leogrande in person, it was during Slush back in 2018. At the time he was leading Wirecard’s Innovation Labs which is how we connected in the first place since Jörn was on a mission to share his innovations – and innovation thought-leadership – with more global audiences.

We agreed that because most innovation approaches are designed to boost marketing efforts, they often miss focusing on the hard work of developing new solutions/technologies. One example of this kind of hard work would have been evolving the status quo business model of events in order to better anticipate potential industry disruptions – ie. a global pandemic – before those disruptions actually occur. Since the world went into lockdown in March 2020, all in-person events had no choice but to adapt, for better or for worse.


Rewinding back to before the pandemic, how was your experience working on truly innovative ideas/solutions within Wirecard’s Innovation Lab?

Well, “before the pandemic” – that sounds like a thousand years ago. The main objective of Wirecard Labs back then was to build internal communities to accelerate agile thinking and innovative solutions. In other words: employee engagement was the key to our success. Constant communication was most relevant for Wirecard Labs so we did spend a lot of time in internal workshops, events, screening sessions and planning meetings. Most of the time Face-to-Face but also with a good degree of video conferencing back then.

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What’s an example of an innovative idea/solution that you brought to life – or helped to build?

We built a truly innovative solution for AI-driven price negotiations in e-commerce. This was something that had never been done before, and merchants and consumers were really keen to use the solution.

What key lessons did you learn while promoting that innovation on stage(s) at event(s) around the world?

I always found it interesting to talk about numbers and hard facts when presenting at events. Inside the innovation community there is no lack of brilliant ideas – but what’s really coming out of this? How big were the financial investments? And how successfully did the handover process work? What were the KPIs? These are issues that every innovation manager is interested in – but rarely ever shares in public. As innovation specialists, we are not magicians – everything we do should be based on numbers and concepts.

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As one of Wirecard’s limited public-facing speakers who was still on stage at events in 2019, how did you face the growing scrutiny around the allegations of fraud stemming from the Financial Times investigations?

As the innovation lead at Wirecard, I always had the tendency to focus on the future strategy of retail and payment and not so much on our balance sheets. When you look at most of my presentations from 2019, I was not talking about Wirecard – instead I was concentrating on some future developments. Looking back, I have to say that I made it too easy for myself with that strategy. But I was not aware of the full extent of the misery the company was in at the time.

In this age of flashy marketing campaigns and trendy buzzwords about innovation, do you have any suggestions for how to cut through the noise & figure out how what’s actually relevant / worth paying attention to?

Like I said before: I think that numbers, results, KPIs or engagement factors are much more relevant than nice images and rendered videos. Innovation departments and Labs should not see themselves as satellites but more like service departments inside companies. In my experience, this approach is more sustainable, more measurable and more successful than many other innovation strategies.  Involving and engaging the entire enterprise in each step results in stronger adoption of an innovation culture to drive change in order to give a company staying power in an ever-changing and ever-demanding world.

More broadly speaking, which innovation(s) within finance/ payments are fascinating you the most these days?

It might sound old but I think that now is the time when AI and machine learning will really start gaining momentum. This hypothesis has been prophesied a lot in the past. But the radically-increasing digitalization due to Covid 19 has led to the breakthrough of digital intelligence. This includes areas like fraud management, customer engagement, real time payments and data-driven offerings.

Now that the world of events has shifted (mostly) online, how has your experience taking part in or speaking at virtual events been so far? Which online events did you enjoy the most?

I have to say that I personally enjoy the smaller online events with intelligent networking capabilities very much. There is also one aspect to highlight. With most of us sitting in our home offices all day long, busy doing Zoom-calls – it is the unexpected interactions that we are missing most.  Events that understand that they have to provide at least a bit of unplanned interaction will be most successful in the future. People want to discover new experiences – from the security of their home offices. But if a conference or an event is just the continuation of a Zoom-call it might not be successful in the long run.

And last but not least, what have you been up to since leaving Wirecard?

I left Wirecard in August 2020. Back then I had the idea to write a book about my journey with the company. I did a few pages and sent it to Random House and suddenly had a publishing contract. “Bad Company” came out four weeks ago in German and will also be available in English shortly. But there are no concrete timelines to share. Right now I’m taking a bit of time off to think about what I should do next. If anybody has a good idea – please feel free to share it with me.

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Last week, I spent three days at Bits and Pretzels in Munich — a startup-focused event with a distinctly Bavarian flavor. Think Oktoberfest meets startup conference, complete with dirndls, lederhosen, and more beer than you might expect. As someone building an AI-powered event platform, I went in with a specific mission: Observe how startups actually market themselves at events. Here’s what I discovered: GoodBytz: The power of good demos What they did: Robotics startup GoodBytz set up a booth where its robots prepared kaiserschmarrn (a traditional German dessert) all day long. Why it worked: Nothing beats seeing a product in action. While other booths had brochures and demos, GoodBytz’s robots were actually cooking. The smell, the movement and the end result stirred together an experience that people will remember and talk about. The lesson: If you have a physical product, show it in action. The old writing adage generalizes well: Show, don’t tell.  Let people see, hear and touch the product. WeRoad: The bathroom hack What they did: Posted “Missing Investor” flyers in bathroom stalls with QR codes pointing to their website. Why it worked: Pure genius. Every startup at the event was looking for investors, but the “Missing Investor” headline, while a bit on the nose, proved irresistible. Plus, bathroom stalls are one of the few places where people have 30 seconds to actually read something. The lesson: Think about where your target audience’s attention will remain undivided. Sometimes, the most effective marketing leverages the most unexpected places. Emqopter: Visual impact matters What they did: Designed a bright orange booth that displayed their drone prominently. Why it worked: In a sea of grey, white, beige and brown, Emqopter’s bright orange booth was impossible to overlook. The drone was real, too, and proved a real conversation starter. The lesson: Your booth is competing with hundreds of others. Make it visually distinctive and ensure your product is the hero. Quests: Community building using the product What they did: Created a busy, branded booth with accessories (toy car, traffic cones, a bulletin board) and used their anti-loneliness app to build communities among founders at the event. Why it worked: Quests used their product to solve a real problem right at the event, and the busy booth design generated energy and curiosity. The lesson: Use your product to solve a problem at the event — if it’s possible, of course. Demonstrate your value in real time. Dyno: Event-themed marketing What they did: Distributed branded electrolyte packs with the tagline “Your hangover ends. Your pension lasts – with Dyno.” Why it worked: Dyno aligned its messaging perfectly with the Oktoberfest theme. Every attendee was thinking about beer and hangovers, so Dyno’s goodies were quite relevant. The tagline was clever, memorable, and directly addressed a pain point most people at the event might have to deal with later. The lesson: Tailor your marketing to the event’s theme and culture. The more you tie your messaging and product to the context, the more memorable you become. So, what did I learn? Event marketing is about more than just showing up and setting up a booth; you have to understand your audience and create experiences that people will remember. Here’s what really struck me: most startups and even big companies don’t know how to leverage events properly. They book the booth, show up and hope for the best; maybe they bring some branded pens and a pop-up banner. Then they’ll go back home and wonder why they spent €5,000 in exchange for 50 business cards that never convert. The startups that stood out at Bits and Pretzels understand something fundamental: event ROI isn’t about booth size or location; it’s about strategy, creativity and planning. None of the startups above improvised on-site, or planned something the night before the event in their hotel rooms. They laid everything out 4-6 weeks before the event. A solid pre-event strategy is what separates successful event marketing from expensive booth rental.  But what matters most for early-stage startups is that you don’t need a massive budget to stand out. WeRoad’s bathroom stall hack probably cost €50 to print the flyers. A standard booth package at Bits and Pretzels would go for €3,000 to €5,500. The ROI difference is staggering when you compare the cost per meaningful conversation. That’s the difference between simply spending money and investing smartly. Building Sesamers has taught me that helping startups find the right events is only half the equation. The other half is helping them understand how to maximize ROI once they’re there. Good props aren’t a marketing expense; they’re opportunities to meet customers, investors and partners, and strike up engaging conversations.

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