Peter Langkafel
Prof. Dr. med. Peter Langkafel MBA
Peter Langkafel is a healthcare executive, entrepreneur, advisor and speaker with more than two decades of experience at the intersection of healthcare delivery, technology and transformation.
His career brings together perspectives that are often treated separately in healthcare: medicine, executive leadership, technology and entrepreneurship.

Early Career: Charité
Trained as a physician and holding a doctorate in medicine, an MBA in Healthcare Management, and the GMDS Certificate in Medical Informatics (2004), equivalent to a Master’s degree, he began his career at Charité University Hospital in Berlin — first as a resident physician, later as Head of Strategic Business Development. In this role, he developed new care and business models, contributed to early integrated-care initiatives and helped establish Charité’s first medical care center.
SAP: International Leadership
He subsequently joined SAP. Over ten years, he assumed increasingly international leadership responsibilities – initially in healthcare consulting, later leading the healthcare business and ultimately serving as General Manager Public Sector & Healthcare EMEA.
In this role, he was responsible for sales and consulting across 128 countries. The business scope included approximately €250 million in software licenses, €300 million in consulting revenue and more than €1 billion in maintenance volume. He directly led an international team of approximately 280 employees.
Entrepreneurship
In 2015, Peter returned to entrepreneurship. Through Digital Health Factory, he developed and supported digital health solutions and advised hospitals, insurers, MedTech and pharmaceutical companies, investors and public-sector organizations on strategy, digital transformation and market entry.
In parallel, he founded Digithep, expanding into the US market. As part of the German Health Accelerator Program, he spent three months in Silicon Valley and three months in New York — an experience that continues to shape his perspective on technology and innovation culture. The startup also won the HIMSS Award, and he successfully completed two financing rounds.
Policum: Operational Leadership
From 2020 to 2023, Peter served as Managing Director of the private-equity-backed Policum Group. He led approximately 230 employees across four locations and was responsible for the strategic and operational development of the ambulatory healthcare organization. He additionally managed a research company responsible for more than 50 clinical trials and research projects.
Most recently, he served as Managing Director of Ingrano Solutions GmbH, an IT consulting and software development company serving healthcare and the public sector.
Academia & Governance
Alongside his executive career, Peter serves as Professor of Digital Health at XU University in Potsdam (part-time), where he heads the "Digital Business and Sustainability" degree program. The professorship was awarded to him on a permanent, tenured basis by Brandenburg’s Ministry of Science, Research and Culture. Within the SAP Academic Board DACH, he leads the working group on Digital Transformation.
He deepened his technical understanding of AI through courses with Andrew Ng (Stanford University, Machine Learning), at Princeton University, and through the ISTQB Certified Tester – AI Testing certification.
Today
Today, he works with companies, investors, supervisory boards and executive teams on strategic and operational questions around healthcare, technology and transformation.
A particular focus is artificial intelligence in healthcare – not only its technological potential, but its implications for leadership, governance, organizations, regulation and business models.
Peter is the author and editor of several books on digital health and healthcare management and has spoken at more than 150 national and international conferences.
What I believe
Technology is a lever. Transformation is a leadership responsibility.
Technology alone does not transform an organization. Decisions, accountability, processes and people do.
Healthcare innovation has to work in real-world care.
A pilot is not yet innovation. An idea becomes relevant when it works reliably for patients and healthcare organizations.
Strategy requires execution.
Without an operating model, accountability and clear priorities, strategy remains a presentation.
Complexity requires clarity.
Complex and regulated organizations rarely need additional complexity. They need clearer decisions.
An investment thesis is only as strong as its operational feasibility.
Market size and growth rates alone say little about whether a business model actually works in regulated healthcare. That is decided in clinical and operational reality, not in the model.