The scoreboard, and what is not on it. The hard targets, how often each is actually
looked at, and the quiet signals that never reach a dashboard.
Event Portfolio ROI
Overall return on investment for the entire global event portfolio, considering direct revenue, pipeline influence, and brand value.
Target · Achieve a minimum of 3:1 ROI on direct revenue-generating events and a measurable lift in brand metrics for strategic programmes. If the total event spend was £5M, we'd expect to see at least £15M in directly attributable revenue or pipeline influence, plus a 5% increase in brand awareness scores post-flagship events.
Sales Pipeline Influence
Percentage of the company's total sales pipeline that can be directly attributed to engagement at events and experiential programmes.
Target · Attribute >15% of the company's annual sales pipeline to the event portfolio, with a clear path to 20% within 18 months. If our total pipeline is £100M, your team's events should be responsible for £15M+ of that, tracked via CRM and marketing automation platforms.
Budget Adherence & Optimisation
Managing the multi-million-pound event budget effectively, optimising spend without compromising quality, and delivering within agreed variances.
Target · Maintain overall event portfolio spend within +/- 2% of the approved annual budget, identifying areas for efficiency gains. If the annual budget is £7M, actual spend should be between £6.86M and £7.14M, with clear explanations for any deviations.
Team Performance & Retention
Building and retaining a high-performing team, fostering professional growth, and ensuring a positive working environment.
Target · Maintain a team retention rate of >90% annually and promote at least one team member to a higher level each year, demonstrating clear career pathways. Out of 50 team members, no more than 5 voluntary leavers in a year, and at least one Senior Manager moving into a Lead role or similar.
Strategic Vision & Innovation
Your ability to foresee market trends, introduce innovative event formats (especially hybrid), and position our company as a thought leader through our experiences.
- Regular presentation of new event concepts to the C-suite
- successful pilot programmes for novel formats (e.g., metaverse experiences)
- positive industry recognition for our event strategy
- proactive identification of new technologies to enhance attendee experience.
Cross-Functional Influence & Collaboration
How effectively you get Sales, Product, Marketing, and other departments to buy into and contribute to the event strategy, ensuring everyone's on the same page.
- Sales leadership actively promoting events
- Product teams providing early input on content
- regular, productive strategic planning sessions with key internal stakeholders
- event programmes that clearly support multiple departmental objectives.
Brand Reputation & Customer Experience
The overall perception of our brand through our events, ensuring every touchpoint reflects our values and delivers an exceptional experience for all attendees.
- Consistent high Net Promoter Scores (NPS) across major events (e.g., 50+)
- positive social media sentiment and media coverage
- direct feedback from key customers and partners praising event quality
- low complaint rates regarding event logistics or content.
Risk Management & Contingency Planning
Your proactive approach to identifying potential risks (technical, logistical, reputational) and implementing robust contingency plans to mitigate them.
- Zero major event disruptions due to foreseeable issues
- clear, documented crisis management protocols in place
- successful navigation of unexpected challenges (e.g., last-minute venue changes, technical failures) with minimal impact on attendee experience
- regular risk assessments for all major programmes.
