Event Planning

For my first 16 years in tech sales, I averaged 240K/year W2 income. In my last 4 years, I averaged 720K/year. In order to triple my income, I had to change my sales approach entirely. Here's what I changed: I started using a new approach that I now call Yo-yo selling: 🪀 Yo-yo selling emphasizes starting at the executive level, conducting thorough discovery within the organization, and then returning to the executive with a tailored business case. Like holding a yo-yo, you are constantly in communication with the Executive Sponsor and updating them as you collect information and conduct deep discovery lower down in their organization. You are literally going up and down the organization, but always taking everything back to the Executive Sponsor to surface your findings along the way. Here's a breakdown of the framework: 🎯 𝐈𝐚𝐧 𝐊𝐨𝐧𝐢𝐚𝐤’𝐬 “𝐘𝐨-𝐘𝐨 𝐒𝐞𝐥𝐥𝐢𝐧𝐠” 𝐅𝐫𝐚𝐦𝐞𝐰𝐨𝐫𝐤 This strategy involves a three-step process: 1. Start at the Top (Executive Engagement) Initiate contact with a senior executive to understand their most pressing challenges, the reasons behind the need for change, and the consequences of inaction. If your solution aligns with their needs, secure their sponsorship for further discovery within their organization. To secure the Executive Meetings, it's essential to create a tailored POV (point of view) on where you think you may be able to help them based on your initial research of their highest level goals and priorities. Chat GPT has made this research a LOT faster now. 2. Conduct In-Depth Discovery (Middle Management) Engage with department heads and key stakeholders to uncover the day-to-day challenges they face. Focus on understanding their processes, pain points, and the implications of current inefficiencies. Gather direct quotes and insights to build a comprehensive view of the organization's needs. 3. Return to the Executive (Present Findings) Compile the insights gathered into an executive summary and business case. Present this to the executive sponsor, highlighting how your solution addresses the identified challenges. Tailor your demonstration to focus solely on relevant aspects that solve their specific problems. 🚀 Why It Works 1. Accelerates Sales Cycles: Engaging executives early ensures alignment and expedites decision-making. 2. Builds Credibility: Demonstrates a deep understanding of the organization's challenges and showcases a tailored solution. 3. Facilitates Internal Buy-In: By involving various stakeholders, you ensure that the solution meets the needs of all parties, increasing the likelihood of adoption. I'm pleased to share that that Yo-yo selling was recently awarded as a Top 15 Sales Tactic of All Time by 30 Minutes to President's Club, and I received a cool plaque for entering the 30MPC Hall of Fame. Since I have no chance of entering the Hall of Fame for my baseball or golf game, this is a nice consolation prize 😁

What is the future of universities in the UK? It was great to have an opportunity to discuss this vital question in the Houses of Parliament this evening. Our panel included a politician, a UK Higher Ed policy expert, a Japanese higher education policy maker, a psychologist, a school head teacher and myself. I pointed out that universities are increasingly boxed in by a set of macro forces and many of the ways out of the box are not particularly effective or realistic. Finding a genuine way out requires looking at other sectors where there have been genuine disruption and turn arounds. The lesson from research on those sectors is that finding efficiency is important but just doing this won't solve the problem longer term. What drives sustained turn around in the longer term is innovation - in processes, products, business models, and cultural framing. The good news is that the UK higher education sector has gone through moments of stagnation and turn-around in the past. It found its way out through experiment and innovation. It hopefully should be able to do it again. Here is the HEPI report (with Diana Beech) where these ideas are expanded on: https://lnkd.in/e5ChU8xq

If I was the Head of Events at a $100M ARR SaaS, and had a $1,000,000 event budget, here’s the exact playbook I’d run (with budget): BACKGROUND: Replicating SaaS is only getting easier. Building moats is not. The best moat you can build is your community. That should be the #1 focus of every GTM team. Here’s the event program: 1. Flagship Event 60% of budget is going here. Pair on the back of a major product announcement. Use sponsorship and ticket sales to generate another $500k - $1m Attendance: 50% customers, 20% BoFu, 10% partners, 10% MoFu Invest in niche influencers. Make your event the “it” event. 2. Field Marketing Target 15-20 cities Bring in 1-3 partners. Total cost per city should be < $10k including travel Attendance: 20% Customers, 20% BoFu, 40% MoFu, 20% ToFu Get your SDR team onboard. Watch response rates go from <1% for cold outbound to >18% with dinner invites 3. Webinars / Virtual Full time role + $1,000 per event for promotion & speaker gifts 3 objectives here Build relationships with speakers Generate content You can’t be in every city every month. Use this to maintain mindshare throughout the year Attendance: 10% Customers, 10% BoFu, 40% MoFu, 40% ToFu (I'd use Accelevents to manage 1 through 3) 4. 3rd Party Events Only invest in the top 3-5 industry events Spend $50k - $100k per event Host a micro event at each You can’t build a moat from 3rd party events so I’d focus on our owned event program. 5. Content distribution Any remaining budget goes to content distribution. You’re building a brand around your events. Allocate 90% of budget to creating and distributing short form video. Not lengthy sessions. Look, it’s a lot of work. But it can define your brand. And your brand will be the only thing that matters when products get commoditized. P.S. Your CEO and CMO need to believe in events. What would you change? How would you allocate your budget? One platform can run all your owned events. Check out Accelevents --> https://hubs.la/Q03d3MZ70

👀 What if I told you that an accessibility feature causes me physical pain, but I still defend it? Accessibility is often talked about like it’s a simple, universal fix. But sometimes one person’s access can feel like another person’s barrier. Here’s a real-world example: 👩🦯 For blind and low-vision people, those bumpy tactile tiles at the edge of pavements are critical. They tell someone “Stop. The road is right here.” Without them, someone could step straight into traffic, resulting in serious injury or even death. ♿️ For me, as a wheelchair user with unstable and painful joints, rolling over those same tiles can be painful, especially on bad days. The vibration, the jolting, the sudden uneven surface all goes straight through my body. So yes, something that protects one person can physically hurt another. And that can be hard to talk about. Because here’s the uncomfortable truth: ► I don’t get to treat my pain as more important than someone else’s safety. ► My discomfort is real. ► But a blind person’s risk of stepping into a road is life-or-death. Sometimes, accessibility isn’t about finding a perfect solution. Sometimes, it’s about choosing the option that protects the most vulnerable people - even when it isn’t comfortable for everyone. ✘ That doesn’t mean we stop trying to design better spaces. ✔ It does mean we stop pretending access needs never conflict. #AccessibilityMatters #DisabilityInclusion #WheelchairUser

Here’s what NOT to do if you work in marketing: Send gifts that collect dust. You know the kind. A water bottle, a pen, maybe a branded notebook that ends up in a junk drawer somewhere. Miu Miu did the opposite. For their new fragrance launch, they added one simple thing to their PR kit: a branded microphone. That’s it. Nothing flashy. Just something creators would actually use. And it worked. When influencers unboxed the package, they used the mic right there in the video. Then they kept using it in GRWMs, ASMR clips, voiceovers, everything. So now, every time someone records content, that little Miu Miu mic keeps popping up in the frame. No ad spend. No forced posting. Just smart design. Because when you give people something genuinely useful, it doesn't end up in their junk drawer. Miu Miu didn’t just send a PR box. They sent a content generator. I post about marketing, connect with me (Brendan Cox) to stay in the loop. #marketing #branding #socialmedia #influencermarketing #creative #prbox

In my 27 years as a fire captain and now as a wildfire technology advisor, I've never seen technology generate as much buzz - and misunderstanding - as AI camera systems have in the wake of the Southern California fires. Let's set the record straight: These AI systems aren't failing us. They're doing exactly what they're designed to do - provide early warning and reduce response times. They've effectively replaced our old fire tower system, offering broader coverage at a fraction of the cost. But here's the crucial point: No technology exists that can detect AND extinguish wildfires on its own. Wildfire management still requires the expertise of trained professionals and specialized equipment. The recent fires were extreme events - think hurricanes or tornadoes - where nature holds the upper hand. While we can't control these events as they unfold, we can prepare. Just as we have building codes for earthquake-prone areas, we need to focus on wildfire-resistant construction and vegetation management in at-risk regions. AI is a powerful tool, but it's just one in our wildfire management toolkit. It enhances situational awareness and supports decision-making for everyone from first responders to policymakers. Apps like Watch Duty are putting this data directly into people's hands, enabling informed action during critical moments. As someone who's faced wind-driven fires, I can attest: they're nearly unstoppable. But with better information and preparation, we can mitigate their impact. The solution to our wildfire crisis isn't solely technological. It's a combination of innovative tools, human expertise, and community action. We all have a role to play: Evaluate your home's vulnerability, manage surrounding vegetation, and create defensible spaces. Let's shift our focus from expecting AI to "save the day" to understanding its role in supporting our collective efforts. Together, we can build more resilient communities and better prepare for the wildfire challenges ahead. #WildfirePrevention #AIinFirefighting #CommunityResilience

Last week I had a couple of calls with young event professionals who are job hunting. Several of them have worked events before, but they’re trying to break into tradeshow & corporate event roles, finding jobs asking for 2-5 years experience. It reminded me again how college teaches them absolutely NOTHING about this industry. So I shared a few of the basics to help them get the language right as they apply & interview. If you’re early in your career, this might help you too. 3rd Party Event This is an event your company does not own, but you are exhibiting at or hosting a side event within. If a role asks you to manage 3rd party events, you’ll likely be traveling to industry shows, handling booth logistics, ordering swag, & making sure the booth staff actually shows up. Tier 1, Tier 2, Tier 3 Most companies categorize events by priority and investment. A Tier 1 event is big. Larger budget, more staff onsite, and usually an executive presence. In a coordinator role, you might own one part of that, like the booth staff schedule or the meeting room schedule. A Tier 3 event is much smaller, often regional, and usually something you can run on your own. Think 10x10 booths or turnkey kiosks where you submit graphics and the organizer builds it for you. Turnkey Booth I always read this as “turkey booth” at first. It is not. 😂 A turnkey booth means the show organizer provides the structure and you supply the branding. Your job is to get the graphics sized & delivered on time. Key question to ask: does this booth include storage? Because if you show up with six boxes of giveaways and nowhere to put them, that’s a hard learning moment. Show Services One job description mentioned managing “show services,” so here’s what that actually means. At larger tradeshows, the event organizer hires a general contractor to provide essentials like electrical, carpet, shipping and material handling. Before the event, you’ll be ordering things like power, carpet (please, always add padding), trash cans (seriously, it's a thing), A/V, & florals. Onsite, you’ll work directly with show services to get your lead scanner (if you didn't bring your own) & to track down those four missing boxes of swag that FedEx swears were delivered on Friday. Drayage A made-up word that only event people know. 🙃 This is the cost and process of moving your freight from the loading dock to your booth. It sounds like a dragon, but it’s just very expensive forklift time. The heavier your booth, the more expensive this will be. I&D Install & Dismantle. This refers to the labor that sets up and tears down your booth. Some locations are managed by unions, requiring you to hire union labor. Some aren't. This will affect your costs. Partner with your exhibit house to understand this better. What's a term that you learned the hard way as you were starting out in the tradeshow world? I'd love to help more young professionals sound smart in interviews! #tradeshows #weareichi

Dear Accountants, External Audits Don’t Have to Be Stressful Let’s be honest, when the message goes out that external auditors are coming, tension rises across the organization. Finance teams get anxious. Management starts to worry. Everyone feels the pressure. But here’s the truth: Auditors aren’t just there to “find faults.” Their mission is to: ✅ Verify that your financial statements present a true and fair view ✅ Ensure compliance with accounting standards (IAS/IFRS) ✅ Assess the strength of internal controls and financial processes With the right mindset and preparation, audits can be smooth, insightful, and even a chance to grow. Here are some practical Tips to Prepare for External Audits (Especially for NGOs) 1.     Start Preparation Early. Don’t wait for the audit notice. Keep documentation and reconciliations up to date year-round. 2.    Ensure Financial Records Are Complete. Record all transactions, update bank reconciliations, and file every receipt and invoice properly. 3.    Review Grant Agreements and Donor Requirements.Understand each donor’s reporting rules and confirm that funds were used as agreed. 4.    Prepare Audit Schedules in Advance. Have schedules for assets, liabilities, income, and expenses ready and ensure they reconcile with your general ledger. 5.    Label and Organize Files Clearly. Whether digital or physical, clear labelling saves time and shows professionalism. 6.    Reconcile Inter-Project and Inter-Fund Balances.For multi-project NGOs, ensure all inter-project transactions are reconciled and supported. 7.    Review Internal Controls. Check that policies like approvals and segregation of duties are being followed and strengthen weak spots early. 8.   Work with Program Teams. Financial accountability isn’t just for finance. Align program reports with financial reports, especially for donor-funded activities. 9.    Hold a Pre-Audit Meeting. Review key audit areas, past findings, and unresolved issues. Preparation builds confidence. 10. Be Transparent and Cooperative. Provide information promptly, answer questions honestly, and avoid being defensive. 11.  Document Learnings and Follow Up. Review findings together, agree on corrective actions, and follow through. 12. Maintain Continuous Communication. Keep lines open between finance, management, and auditors before, during, and after the audit. External audits should not be feared, they are a chance to demonstrate accountability, improve systems, and build donor confidence. With good preparation and teamwork, the process can run smoothly and become a valuable learning experience for everyone involved. How does your organization prepare for external audits? Let’s share best practices and grow together.

You don’t stop being disabled when conference or event sessions end, so why do so many organisers forget about inclusion at conference dinners and networking events? It’s great to see more events offering sign language interpreters, quiet rooms, and accessible seating during the main agenda. But what about during the coffee breaks? The networking dinner? The drinks at the end? If those adjustments vanish the moment the keynote’s over, it’s not inclusion – it’s performance. Disabled people don’t just attend the content. We build relationships, grab lunch, join the side conversations. And if those moments aren’t accessible, we’re being excluded from the most valuable parts of the day. Having sign language interpreters available throughout all event elements; keeping quiet rooms open; offering seated areas during networking; telling people food and drink menus in advance; offering sighted assistance for intros; having portable hearing loops in place; or providing enetworking options. These are all things you can do to show you actually want to host an inclusive event in full, not just meet minimum requirements. Inclusion isn’t a scheduled item. It’s a commitment. #DisabilityInclusion #Disability #DisabilityEmployment #Adjustments #DiversityAndInclusion #Content

A leader’s job is not to avoid turbulence. It’s to prepare for it. If there’s one thing I learned from two decades of studying crisis leadership, it’s that. You cannot operate as if disruption is a rare occurrence; you must expect the unexpected and learn to thrive amid uncertainty. I recently had the opportunity to contribute to this thought-provoking piece from the Aspen Institute Business & Society Program exploring what will define great business leadership in the period ahead: https://whr.tn/4btMkIQ The through-line among the responses is striking: While we may be living through a time of rapid technological transformation, it’s deeply human qualities that will distinguish the most effective leaders. From Diane Brady’s reminder that today’s leaders must serve as “communicators-in-chief,” to Andrew Ross Sorkin’s call for relentless self-inquiry, to Linda Hill’s vision of the leader as an “explorer,” each of these perspectives reinforced the need for more listening, reflection, and trust. My view is that the leaders who differentiate themselves will display three qualities: 1. Stamina, withstanding immense pressure over prolonged periods of volatility 2. Foresight, capable of anticipating and mitigating, rather than just reacting to, emerging risks 3. Humanity, because humility and authenticity produce trust I maintain that all three can be built like a muscle if they are not innate. But doing so requires a reframing of our mindset – instead of merely asking, “How am I responding to all this change?”, also asking, “Am I ready for what’s next?”