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 (Pipeline-to-Spend Ratio)
The total sales pipeline sourced or influenced by your event portfolio compared to the total event spend.
Target · Minimum 5:1 pipeline-to-spend ratio. If your team spends £1M on events, we'd expect to see at least £5M in new or accelerated sales pipeline attributed to those events. We'll dig into the attribution model, of course.
Event-Sourced Closed-Won Revenue
The actual revenue generated from opportunities that were sourced directly from or significantly influenced by events under your management.
Target · Deliver >£2.5M in closed-won revenue per fiscal year. After a major conference, we track the deals that close within 12 months where a key touchpoint was the event. You'll be accountable for that number for your portfolio.
Budget Adherence & Optimisation
Managing your assigned event budget, identifying cost efficiencies, and ensuring spend aligns with strategic priorities.
Target · Maintain budget variance within ±3% annually, identify 5-10% in cost savings opportunities. You'll come in at £970K on a £1M budget, having cut unnecessary AV costs by £30K without impacting attendee experience, and reallocated £20K to a higher-impact activation.
Team Performance & Development
The effectiveness and growth of your direct reports, measured by their ability to hit event targets, manage projects, and develop their skills.
Target · Achieve 90%+ of team's individual event targets; 100% of team members have a documented development plan. All your specialists hit their registration and satisfaction goals for their assigned events, and you've helped two of them take on more complex projects, showing clear growth.
Strategic Influence & Cross-Functional Alignment
How well you get other teams—like Sales, Product, and Marketing Ops—on board with your event strategy and goals. It's about getting everyone pulling in the same direction.
- You're regularly invited to strategic planning sessions by Sales and Product leadership. They actively seek your input on market entry or product launch plans. Your team's event plans are adopted without major pushback, showing trust in your vision. Sales reps are actually excited about booth duty because they know the leads are good.
Brand Experience & Consistency
Ensuring all events under your remit consistently deliver on our brand promise and create memorable, positive experiences for attendees. It's not just about showing up, it's about how we show up.
- Post-event surveys consistently highlight positive brand perception and high satisfaction scores related to event content and experience. External partners and attendees frequently comment on the unique and cohesive nature of our events. Your team's activations are consistently 'Instagrammable' and generate positive social buzz.
Vendor & Partner Relationship Management
Building strong, mutually beneficial relationships with our key event vendors, venues, and strategic partners. This often means getting better deals or extra support when things go sideways.
- Vendors offer preferential rates or added value without prompting. You're able to resolve complex issues with partners quickly and amicably. Key partners proactively suggest new joint initiatives or sponsorship opportunities, showing they value the relationship.
Team Morale & Retention
Keeping your team happy, engaged, and developing, which ultimately means they stick around and do great work.
- Your team has low voluntary turnover. People actively want to join your team. Your direct reports feel supported, challenged, and see a clear path for growth, often evidenced in internal feedback surveys or 1:1 discussions.
