That's Not How Business Works (Except It Is): Why Event Leaders Need a Strategic Voice

Nov 4

The Moment That Stuck

Years ago, I was in a strategy meeting with a leader I deeply respected. We were discussing a decision related to one of our events when they paused and said something I’ll never forget: “I just don’t think that’s how business works.”

Instead of backing down, we explained the dynamics. We showed how this operational element wasn’t costing attendees or the organization any additional dollars - and how, in the events world, it actually created value.

They listened. And they gave us the green light to move forward - not because it matched their experience, but because they trusted that we knew how things worked in ours.

That moment has stayed with me for more than a decade - not because they challenged us, but because they listened, asked questions, and trusted us to get it right.

Why This Still Matters Today

Too often, event professionals are expected to execute - not to lead. But the truth is, great event work is leadership. And if we want a seat at the strategy table, we have to bring a strategic lens.

Because events aren't just experiences. They're assets. They're investments. And that means we need to think like business leaders, not just planners.

According to Freeman’s 2024 Event Research Report, 85% of event professionals say their executives underestimate the strategic impact of events (Freeman, 2024). Similarly, Bizzabo’s 2023 Event Impact Study found that in many organizations, events generate up to 30% of the overall sales pipeline (Bizzabo, 2023). Those numbers reinforce what many of us already know: events are business drivers, not line items.

What It Means to Think Like a Business Leader

Understand the market context - Know what’s happening in your industry. What’s shifting in member behavior, sponsorship models, or competitor events? The 2025 American Express Global Meetings & Events Forecast notes that demand is up, but so are costs — underscoring the need for proactive strategy (American Express, 2025).
Track the economy - Pay attention to travel trends, inflation, and budget signals. The U.S. Travel Association reported that corporate travel spend rebounded by 70% in 2024, showing how quickly the economy can impact event viability (U.S. Travel Association, 2024).
Make choices that drive value - Don't just copy-paste last year’s event. Ask what’s really working - and what isn’t.
Go beyond headcounts - Attendance is one metric. Retention, renewal, influence, and alignment matter just as much - sometimes more.
Monitor macro trends - politics, people, and technology. Stay aware of the larger forces influencing your audiences and partners. Political shifts can affect travel and regulations; evolving workforce and generational trends shape engagement preferences; and technology - from AI to event platforms - redefines what’s possible. The 2025 Deloitte Global Human Capital Trends Report and WEF Future of Jobs Report both highlight adaptability and digital fluency as essential leadership competencies.

Strategic Thinking Builds Trust

Your executives and boards don’t need you to speak like a CFO. But they do need you to understand what matters to the business.

If you can explain your decisions with strategy, if you can show that you understand both the event and the impact - you build trust. And that trust becomes freedom to lead.

As the Event Leadership Institute has emphasized, strategic fluency - the ability to link event design and business outcomes - is now one of the defining skills of event leaders (Event Leadership Institute, 2024).

Strategic Thinking Builds Trust (Expanded)

Your executives and boards don’t need you to speak like a CFO. But they do need you to understand what matters to the business.

If you can explain your decisions with strategy, if you can show that you understand both the event and the impact - you build trust. And that trust becomes freedom to lead.

Calm is a strategy. Consistency is key. And courageous authenticity is sometimes a requirement - especially when the path forward is uncertain, and your team or stakeholders are looking to you for stability and clarity.

Final Thought

That phrase - 'that’s not how business works' - might show up in your meetings too. And sometimes, it’ll be right. But sometimes, it’s your job to say:

Actually…it is.

Every time we challenge how others think business works, we redefine what events can do for the business itself.

And when you do that with clarity and confidence, you elevate your voice, your value, and your events.

How We Can Help

At Eventcraft Studios, we help organizations elevate their event strategy - aligning vision, audience, and outcomes to drive measurable business results. From strategic audits to full event leadership, our approach ensures your events aren’t just executed - they’re engineered for impact.

References

American Express Global Meetings & Events Forecast. (2025). 2025 Global Meetings and Events Forecast. American Express Global Business Travel.

Bizzabo. (2023). Event Impact Report 2023. https://www.bizzabo.com/resources

Event Leadership Institute. (2024). Strategic Skills for Modern Event Leaders. https://www.eventleadershipinstitute.com

Freeman. (2024). The Freeman Event Research Report 2024. Freeman Research & Insights.

U.S. Travel Association. (2024). Travel Industry Recovery Report 2024. https://www.ustravel.org

event leadershipevent strategystrategic voiceevent profsbusiness thinking

Todd Helton

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