Over the course of the CN 30underThirty programme, Conference News will be speaking to members of the programme about their professional journey and the causes they’re championing to shape a more inclusive, forward-thinking industry.
This week, meet Hannah Marshall, account manager at DRPG. Marshall was initially driven to enter the events industry because of a desire to connect people. Since then, her confidence has blossomed and she has become passionate about creating a culture of holistic well-being and sustainable working practices.
What made you want to get involved in the industry and why?
My journey into the events industry was initially driven by a desire to connect people and see them happy and/or learning in a ‘community’ setting . As well, I have always known I need a different challenge each day, so the events industry definitely had a pull on me on this basis thanks to the variety of briefs received and teams you work with to plan and deliver.
What truly solidified my decision was during my time at university where I saw the logistics behind large-scale events. The sheer number of considerations behind this planning fascinated me! Whether it’s a product launch that generates commercial buzz, a conference that sparks groundbreaking ideas, or a roadshow that strengthens colleague relationships, the immediate outcomes are incredibly rewarding and at DRPG, the opportunities offered, quickly made me realise that this industry perfectly aligns with my strengths too; attention to detail, and ability to communicate clearly and build trust.
What have you learned about yourself since entering the events world?
I never saw myself as a creative person. It always baffled me where people pulled these brilliant ideas from, however, during my time at DRPG I have learnt I can be creative.
This comes from being inspired by the people I surround myself with and the experience this role has exposed me too. I now know and appreciate the importance of being comfortable around those you brainstorm with, and feeling at ease to ask questions because deep diving into the desired outcomes is the foundation for anyone to be creative. I have also learnt that creativity comes in all different forms. There are of course the big ‘wow’ ideas, but creativity when it comes problem solving too.
If you could give your younger self one piece of advice when starting out in events, what would it be?
Since entering the events world, I’ve learnt a tremendous amount about my curiosity and solution-driven focus, so if I could give my younger self one piece of advice when starting out in events, it would be to have more trust in my abilities and voice.
My confidence is something I will always be working on, but my understanding of the agency and client relationship has grown so much throughout my time at DRPG. I can appreciate now that clients don’t come to us to just deliver their briefs, but you can respectfully challenge their ideas and offer alternate direction, which is often received with gratitude. Recognising that the client views you as the expert, and you do have the experience, and the team to effectively collaborate with your client is such an advantage that I wish I knew sooner.
This growth in confidence to question and learning how to appropriately question, applies to internal team meetings too. When entering the professional world, it can be intimidating to offer alternate solutions to your seniors, but trust in yourself – you have a seat at the table for a reason. Even if your concepts don’t get delivered directly, they will have played a role in stimulating conversations around other considerations, so are always worth voicing.
How do you see the events industry changing over the next five years, and how do you want to be part of that change?
Over the next five years, I imagine the events industry will transform significantly driven primarily by two forces: advanced technological integration and we will have an even stronger focus on attendee-centric personalisation.
Technology such as AI could move beyond atomised aiding to predictive analytics for audience behaviour. If this data can then be utilised creatively, it could lead to real-time hyper-personalised, impactful delegate experiences, which would progress ‘personalised’ experiences beyond simple segmentation to bespoke journeys for every attendee.
I am eager to be part of this change in the hopes it enhances human experiences and doesn’t dimmish them. However, I am still in the early stages of using AI productively but keen to develop my skills and harness this for the events industry.
What kind of legacy do you hope to leave in the industry?
The legacy I hope to leave in the events industry is multi-faceted but centred on empowering the next generation of event professionals.
I want to be remembered not just for delivering high-impact events – although that remains a core objective – but for how those events were planned. My aspiration is to be known as a leader who is deeply committed to leaving a human-centric legacy. This stems from my desire for promoting balanced workloads.
I envision a future where the events industry is renowned for its dynamic output alongside it being an accommodating workplace. My legacy would include having played a significant role in normalising conversations around capacity, work-life balance, and mental health. Ultimately, I want my contributions to stand as a testament to the fact that you can achieve outstanding results while simultaneously cultivating a culture of care.
What is an issue or topic within the industry that you think is important and want to champion? Can you explain a bit about it?
The issue I am determined to champion within the events industry is creating a culture of holistic well-being and sustainable working practices.
Whilst project managers frequently embrace the chaos, we must relentlessly champion our well-being and that of our teams. The events industry is notorious for its high-pressure environment, demanding schedules, and an “always-on” mentality that often extends past the typical working hours, especially in peak season.
This culture, while driven by enthusiasm, often leads to stress, mental exhaustion, and significant personal sacrifices for event professionals.
Moreover, this isn’t solely about individual well-being; it has profound implications for the industry long-term. Burnout contributes to high staff turnover, reduced creativity, problem solving and quality of work, and a diminished talent pipeline. The newer generations entering the workforce place an exceptional importance on work-life balance and mental well-being. If the events industry doesn’t evolve to meet these expectations, we risk losing out on the brightest future talent.
Why is this particular issue or topic important to you?
Burnout and anxiety haven’t escaped me whilst being an event professional. Experiencing poor mental health at times has made me acutely aware to signs that can be observed in other professionals too. I have seen talented individuals struggle to sustain the intense pace, leading to exhaustion, and, in some cases, leaving the industry altogether, which is disheartening yet preventable.
My younger self, was so eager to prove my commitment and capabilities, and to push harder, sacrificing personal well-being for professional gains. The dynamic nature of the industry makes it easy to lose sight of boundaries, especially when the intensity is also exhilarating.
I am still learning to change my mindset, so innately I understand that prioritising well-being isn’t a luxury; it’s a strategic imperative for longevity, and it takes constant perseverance and reflection to advocate for a culture where asking for support is seen as a strength and a step to preventing burnout and make balanced workloads the normal.
What do you plan to do to continue to champion this topic?
My current efforts to continue championing workplace well-being is insisting on touch points in the project to check -in with team members; not for project updates on what they are doing, but to understand how they are doing. I like group and individual touch points for these conversations, as the sense of community in a group setting can encourage others to speak up, and you get this fabulous snowball effect. Other times, individual approaches provide more comfort for openness and send a clear message that the ask about emotions is genuine.
I intend to lead by example in implementing “buffer” time in project schedules, when it can be done, for unexpected challenges, and I encouraging colleagues to utilise their breaks and finish on time, checking out mentally when they log off, too.
Furthermore, when working with junior team members I ensure if that if they asked for advice or feedback, I don’t limit this to practical skills but include how to navigate the industry sustainably, creating a culture where speaking up and asking for help is normalised and celebrated.
What can the industry itself do to better champion this topic?
The events industry, as a collective, can significantly support the cultural shift needed to prioritise colleague welfare.
There needs to be a re-set of expectations regarding project timelines and scope. Clients often push for rapid turnarounds, and the industry needs to establish more transparent communication around achievable timelines and realistic resource allocation to avoid committing to unrealistic outcomes. This involves educating clients and event agencies uniting to set improved boundaries.
I believe the industry has been shifting to a culture that celebrates sustainable working over ‘hero’ culture for a while now, but we aren’t all the way there yet.
We still need to see more of recognising efficiency, smart delegation, and boundaries, rather than rewarding individuals who work the longest hours. By openly discussing the challenges of burnout, sharing success stories of positive change, we can collectively create an environment where event professionals not only deliver extraordinary experiences but also lead extraordinary lives.
The CN 30underThirty is a 12-month programme that recognises and supports young talent from the conference and meetings industry. Find out more about the CN 30 under 30 class of 2025 here.
