HOW I WORK

SHOULD IT BE AN EVENT?

SHOULD IT BE AN EVENT?

I love events. But they’re expensive, time-consuming and resource-heavy. So before planning one, I start somewhere else:

01

What is the business actually trying to achieve?

What is the business actually trying to achieve?

02

Who are we trying to reach?

Who are we trying to reach?

03

What do we want them to think, feel or do differently?

What do we want them to think, feel or do differently?

04

How will we measure whether it worked?

How will we measure whether it worked?

05

And is an event really the best way to get there?

And is an event really the best way to get there?

Sometimes it is. Sometimes a playbook, webinar, content series or another format will do the job better.

Sometimes it is. Sometimes a playbook, webinar, content series or another format will do the job better.

Once we know an event is the right answer, that’s when I start building the experience.

Once we know an event is the right answer, that’s when I start building the experience.

START WITH THE BUSINESS. NOT THE EVENT.

START WITH THE BUSINESS. NOT THE EVENT.

Events shouldn't exist in isolation. I build event strategy from the wider business objectives down — connecting what the organisation needs to achieve with the audiences that matter, what we want people to think, feel or do, and the right experience to deliver it.

BUSINESS OBJECTIVE

AUDIENCE

DESIRED OUTCOME

FORMAT

MEASUREMENT

If those things don’t connect, we shouldn’t be building an event yet.

AN EVENT SHOULDN’T BE AN ISOLATED MOMENT.

AN EVENT SHOULDN’T BE AN ISOLATED MOMENT.

The event itself might last an hour, a day or a week. Its value shouldn’t. I think about events as part of a wider ecosystem: connected to campaigns, content, sales, customer relationships and the wider journey before and after someone enters the room. That means designing for what happens before, during and after — and creating value that continues long after the physical experience ends.

BEFORE

EXPERIENCE

EXPERIENCE

AFTER

LONG-TERM VALUE

BUILD THE FEELING, NOT JUST THE FORMAT.

BUILD THE FEELING, NOT JUST THE FORMAT.

Strategy gets people into the right room for the right reason. Experience is what makes that room matter. I design the whole journey — from the first invitation to the final follow-up — thinking about what people see, hear, feel and remember along the way. Sometimes the biggest impact comes from the smallest details. I think of them as a thousand micro wow factors: moments of thoughtfulness, surprise, relevance and connection that collectively make an experience feel effortless.

ANTICIPATION → ARRIVAL → BELONGING → DISCOVERY → CONNECTION → MEMORY → ADVOCACY

CREATE A ROOM PEOPLE WANT TO BE PART OF.

CREATE A ROOM PEOPLE WANT TO BE PART OF.

The best events don’t just put people in the same place. They create the conditions for relationships to happen. Audience curation, shared experiences, useful content and the spaces between the programmed moments all matter. The goal isn’t simply attendance — it’s creating an environment where people connect with each other, come back, and eventually feel part of something.

MEASURE WHAT HAPPENS NEXT.

MEASURE WHAT HAPPENS NEXT.

Events are not measured by what happens in the room, but by what happens next.

Events are not measured by what happens in the room, but by what happens next.

REACH

Who did we connect with?

RESONANCE

RESONANCE

How did the experience land?

REVENUE

What did it generate?

The measures change with the objective. A flagship community experience shouldn’t be judged in exactly the same way as an executive dinner or a sponsorship. I define success before we start — then look at the immediate response, what changes afterwards and the longer-term business impact.

THE EVENT ISN’T THE OUTCOME.

THE EVENT ISN’T THE OUTCOME.

The outcome is what changes because it happened — a relationship built, an idea understood, a community strengthened, a customer moved forward or a business objective achieved.

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