Siri Brudevold, global events manager, Brompton Bicycle, discusses how to get a seat at the strategy table as a corporate event manager.
If you’re a corporate event professional, you’ve probably felt the pain of exclusion from strategic conversations. They seem to happen in boardrooms far removed from our realm of logistics and coordination, with edicts being handed down from on high with little consideration for our input or our experience. This disconnect happens across companies, and it’s not just annoying for us event managers, it’s counterproductive. Those same companies are seeking to create compelling, impactful events that align with broader organisational objectives.
So, how can you, as an event professional, move closer to the strategy table? I’ve got some tips that may help.
Make it an easy ‘yes’
The key to unlocking senior management buy-in is alignment with broader company goals and KPIs. Before you walk into that meeting, do your homework. Understand the company’s priorities and show how your event strategy will help achieve them. For example, if a primary objective is customer retention, propose a series of events aimed at long-term clients that will help deepen their affinity to the brand.
Practice your elevator pitch
In a world flooded with data and wordy PowerPoint slides, being clear and concise is more valuable than you might think. Senior stakeholders are time poor. They don’t have the bandwidth to navigate through a maze of jargon or sift through a meticulously detailed event proposal. Your message should be straightforward: “Here’s what I propose. This is how it aligns with our objectives. These are the returns we can expect.”
Show and tell
One of the most effective ways to make your proposal compelling is to source relevant case studies that show the impact of similar events on tangible metrics like lead generation, customer retention, or brand awareness. These real-world examples can come from your own experience or be sourced from other company’s experiential portfolios. Case studies lend your argument real-world credibility that it needs to get senior stakeholders on board.
Disclaimer: You might be proud of the comprehensive portfolio of past events you’ve pulled together to bolster your proposal, complete with stunning visuals and impressive metrics. While it’s important to have this information on hand and essential to be able to ‘show your work’, be prepared to share that detail only if you’re asked to. This all goes back into my above point on clarity. Executives and senior stakeholders are time poor. So have a strategic elevator pitch ready, but make sure you can back your claims with hard facts when the need arises. An appendix is your best friend.
Tailor to your Audience
Because most senior stakeholders and C suite members are swamped, it’s not only important to be succinct, you must also be specific. If your initial conversation is with the marketing director, they’re going to care much more about brand alignment, press opportunities, social media impact, etc.
You should tailor your pitch to focus on those aspects. If you’re chatting with the CEO, broad strokes work best. Lean into long-term strategy and business impact over the course of years, rather than focusing on the nitty gritty of one event. Always keep your appendix and background knowledge handy for their questions!
The Final Pitch
To summarise: package everything in a concise, compelling pitch that’s tailored to the sensibilities of the senior stakeholders you’re talking to. Follow up with a one-pager that summarises the key points and benefits of your elevator pitch, you’ll make it easy for them to say yes.
It’s high time event professionals earned their seat at the strategy table. Your work doesn’t just create memorable events; it adds strategic value to the entire organisation. With focused preparation and a clear, concise approach, you can begin to bridge the gap between event management and senior-level strategy discussions. Once you’re at that table, the sky’s the limit.
