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In fact, I see us continuing with some of these virtual events even after we have resumed in-person ones. In both cases, we had to figure out how to take what are historically in-person events and translate them into engaging virtual experiences with a team of just two in-house event marketers, counting myself. People were so excited to see each other that at multiple events stakeholders asked that we extend the event hours, as people didn’t want to leave.

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I analyzed the number of registrants, no-show rate, sales conversion rate, total time in the meeting, and overall engagement. This conference ranked #9 on the 51 Best Future of Work Conferences list.This conference was incredibly successful, attracting high-level executives at Fortune 500 companies and earning much more in revenue than the in-person conference. I am proud that I was able to virtually deliver an engaging, inspiring conference when C-level attendees were used to networking in-person.

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• Keeping the team going and adding a new sense of belonging has been one of the toughest challenges.
• Many organizations were hosting virtual events, so I wanted to offer a valuable, interactive experience that stood out.
• To drive up attendance and engagement, we hosted unique virtual cooking and mixology classes, wine tastings, tequila pairings, and more, with celebrity chefs and bartenders such as Marcus Samuelsson, Julio Cabrero, and Amanda Freitag.
• While we can’t share actual numbers, we’ve brought millions of users and event attendees to our platform.
• Goals for attendance were split around 70% virtual and 30% in-person due to lingering issues from the pandemic and the new variants (travel restrictions, mask and vaccine mandates, and work from home environments).
• For instance, I ran a biweekly event series with guest speakers ranging from the Chief People Officer at Zillow to the Global Diversity Officers at Google and American Express.

For me, it was the first time I was responsible for this event, as I only joined WeAreDevelopers as VP Events in February 2020. To add to the challenging parameters even more, the team had 8 weeks to execute the entire program from beginning to end. The success came from the positive survey feedback responses for working diligently to get team members back in-person and reinforcing our unique culture celebrating individual and team success. Elastic’s Internal Events Program (Sales Kick-Off and ElastiClub)Our internal events were our first major foray back to in-person events following the pandemic. Our Pulse community was so glad to be back together again.Pulse US attracted 3,500 in person attendees, and another 1,000 virtually.

• Building a proprietary virtual platform to support our events has continued to effectively drive and expand our education, training, customer and internal programs.
• People were so excited to see each other that at multiple events stakeholders asked that we extend the event hours, as people didn’t want to leave.
• I learned to be more creative and utilize annotations, polling, gift boxes, and UberEats vouchers to deliver unique events that ultimately generated sales.
• My team has successfully continued producing virtual events and programs, which continues to be our organization’s number one lead generator.We started our webinars, roundtables, and podcasts during COVID and have continued refining and improving the processes.Our webinar retention continues to trend above the industry benchmark.The rising costs across the event and meeting industry.
• Bringing back physical audiences after people became accustomed to attending digitally/hybrid during Corona.

One of the projects I’m most proud of in 2021, was a two-day virtual event featuring interactive discussions on best practices in the field of career services, panels with leading thinkers in higher education, keynotes and Q&As with authors and policy makers, and networking to create connections for all attendees.We sent out pre-event swag kits to create excitement leading up to the event. These events became quarterly, and were a key driver of leads for our marketing organization. I have seen industry colleagues invest resources in planning in-person events, only to have to rejigger in the final hour.

The series has influenced over 300 opportunities, and driven over $1.5M of pipeline for our sales organization.Just like most event professionals, these last 2 years have been an extremely challenging time. This was extremely important during a time where live events (which we had relied on heavily) were no longer happening, and yet our goals had not been adjusted accordingly. Building a proprietary virtual platform to support our events has continued to effectively drive and expand our education, training, customer and internal programs. This allowed us to create more effective and engaging virtual events from the start and maximize our budget. Our on-demand event content is now a powerful sales enablement tool for our sales team, who share session recordings with prospective customers, as well as existing ones who are considering adding on a new capability.

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While people are working from home more than ever (not a new thing for me), it seems the demands for productivity are only getting higher and higher and balance is very hard to find! Making sure that myself and the greater team stay nimble and creative in our brainstorming sessions while also allowing space for repeating what’s been working was a fine balance that we continuously aimed for throughout the year. A large part of that registration number was driven by this pre-conference activity called Capture the Flag. While we knew 10,000 people would be doubling our registration year over year, we were confident we could get there.

While this is harder to measure, we know our event series keeps the Cloudinary brand top of mind and deepens our relationship with customers. We usually see prospects who engaged in marketing campaigns were more likely to close, and close faster, than those who did not attend an event. We know our attendees’ time is precious, so we encouraged them to involve their family and were sure to include enough food and/or drink to share. We also took pains to make the events as easy as possible to attend, for example, by mailing guests meal kits or drink kits with everything they needed to participate.

I led the planning and execution of i4cp’s 2021 Next Practices Now virtual conference, which was held annually at the Fairmont Scottsdale prior to the pandemic. I led the complete reinvention of the SAP global events portfolio for both 2021 and in preparation for a return to in-person/hybrid models in 2022.We started with a complete understanding of our marketing and business priorities globally and within specific geographies. We were able to triple our event revenue through sponsorships in 2021 and keep our attendees over the 1,500 mark, even in the midst of Zoom fatigue and Covid-craziness.I think it’s the constant evolution of our jobs while maintaining work/life balance. While we had the pleasure of working on some amazing client events, I’m proudest of our techsytalk GLOBAL event where we brought together 1,500 event professionals in an innovative virtual format with engaging round tables, case studies, hack sessions and more.2021 really gave us the opportunity to try new ways of engaging audiences before, during and after so we were able to extend the lifecycle of our events and really make an impact! We set out to achieve some lofty goals and by supporting each other and driving towards the same end goal we were able to create some true virtual event magic. With virtual having lower engagement and interest for attendees, it made it challenging to offer value add for companies.

We document the positive feedback we receive from attendees and sales reps for internal use and marketing purposes. After the experience, we broke out into small groups, allowing people to network with peers and Cloudinary team members, who led discussions on relevant industry topics. ImageCon was a success, in part, because we secured high-quality speakers and focused on providing true value to attendees by creating sessions to optimize their usage of the Cloudinary platform to improve their business. In 2021, more than 1,700 people across 107 countries registered for the two-day event, which included 20 virtual sessions designed to help retailers unleash the full potential of their visual media. Increased cost due to supply-chain constraints and staff reductions in the service industry were some of the challenges that we faced in 2022.

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It also pushed the collective team to practice what we preach so to speak in another one of our core values; Think Bigger. These kits helped our 68% attendance rate (given the average is between 20-40%) as attendees engaged on social through our swag kit campaign. I’m grateful to have been employed throughout the pandemic, and I’m looking forward to the ongoing recovery of this amazing industry!

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Keeping the team going and adding a new sense of belonging has been one of the toughest challenges. The one virtual webinar that was spun up before I was on the team had decent attendance for the company size. The greatest challenge was combatting Zoom fatigue and providing a memorable experience that reflected positively on our company’s brand despite the limitations of a virtual environment. For instance, I ran a biweekly event series with guest speakers ranging from the Chief People Officer at Zillow to the Global Diversity Officers at Google and American Express.

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So many colleagues that had become close friends over the years lost their jobs, and it was a time of turmoil and change for the industry as a whole. Drift was very quick to pivot during the pandemic and spun up a new event series that began in April of 2020. They also allow me to engage people across a wider geographic region (all of Europe for example or across the US), which leads to cost-savings and unique and widened interactions for our attendees. Nothing beats in-person events, and I am excited to be moving forward with these in 2022. Another challenge was creating an event strategy against a backdrop of so much uncertainty.

Additionally, we saw an exceptional chat engagement of 8,608 total chats and 74 questions via the Q&A tab.Number of attendees and engagement parameters.The biggest challenge from an event marketing perspective was engaging companies through sponsorship activations for our event. I made the decision from the onset of the year to plan for virtual events, given our small team and resources. Our hosted event series included about 8 virtual events across North America and EMEA markets. The energy levels at both were off the charts.Navigating in-person events in a post-covid world was our biggest challenge.

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Without the hard work of many teams, the events department wouldn’t have been able to execute this very successful series for events.This virtual event series has driven over 36,000 registrations, an average of over 5,000 per event. I measured attendance over time to determine which speakers and topics were of the most interest and which marketing platforms were most successful at promoting the event.2020 and 2021 were years of immense change and unpredictability for the event industry, due to COVID-19. Continuing to reinvent your strategy and approach to virtual events has been a constant challenge since covid began and 2021 was no different. I’m very proud of the team and all of their hard work in creating this event series, and for continuing to drive necessary leads for the sales organization.As noted above, these events were a huge cross-functional team effort spanning the entire marketing organization. More on this later.Even though it cost me time (and still getting all marketing channels firing), I took a few weeks to gather a lot of data on these conferences (previous attendees, what prospects would look like pre- and post-COVID) and established my plans, 1P lists (previous conference attendees and behavioral-based SHRM prospects, 2P rented lists, and 3P Lookalike lists from list brokers mirroring our previous attendees and prospects).

We use the event, and event follow-up, to help move the prospect or customer to the finish line. So, we consider where event guests are in their consideration process before attending the event. Thus, attendees topped off a great culinary or cocktail experience with valuable learnings that could help their business. Alberta iGaming Corporation teams up with Responsible Gambling Council She focuses on creating impactful content for a global audience, with the aim of helping TheGamblest connect with new readers while maintaining a strong and consistent brand voice. Mary is a Content Writer at TheGamblest who began her journey in the iGaming industry in 2025.

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Goals for attendance were split around 70% virtual and 30% in-person due to lingering issues from the pandemic and the new variants (travel restrictions, mask and vaccine mandates, and work from home environments). SHRM Talent Conference & Expo, SHRM Annual Conference & Expo 2023, SHRM INCLUSION 2023I was asked to step into the Event Marketing Manager role in mid-January 2022 to try and turn the tide of low registrations. It was exciting to share with a new audience especially on such an international stage.2022 was an amazing year, as it was the first time attendance numbers rivaled pre-pandemic levels. Gitex, Dubai, United Arab Emirates, October 14-18, 2022First time we unveiled HPE’s new brand strategy and look. I am super happy that we were able to organize and host our WeAreDevelopers World Congress in Berlin so successfully.

Both of my pride and joys last year was Education Summit and Nonprofit Summit that are our premier Salesforce.org events.We listened to our customers and brought content they really wanted. Huge growth for our company.Being able to pivot last minute to shift events from in-person to virtual is a humbling skill. However, after I started, our first virtual conference had 5x the number of attendees than the virtual webinar. For in-person, being extremely respectful of personal health and safety, putting myself in our audience’s shoes of what I’d expect, and ultimately keeping things small was highly effective.I started at this company 8 months ago with no events or field marketing department. My company’s first ever virtual conference, and first ever in-person event, amidst the pandemic.I was very intentional about making our virtual event as interactive as possible, since the in-person element was missing. I learned to be more creative and utilize annotations, polling, gift boxes, and UberEats vouchers to deliver unique events that ultimately generated sales.

WeAreDevelopers World Congress 2022Due to the circumstances that we were in, we were still confronted with the Corona situation at the beginning of last year, and at that time nobody knew if or in which Casino ohne OASIS form events could take place again in June. We were moving forward planning and executing in-person events which we hadn’t had for 2 years while also maintaining an online virtual program. It’s hard the quantify the value of employee engagement and enablement but we know it was a contributing factor in achieving our company goals and employee retention during the Great Resignation.Our biggest challenge was the balance of the “in between”. Sometimes it’s not easy to market an industry that you have no idea about but when you’re up to the challenges, you can learn a lot and push boundaries. While we can’t share actual numbers, we’ve brought millions of users and event attendees to our platform. The MarTech Summit SeriesAfter years of running virtual summits, cancellations, and postponements, we finally brought The MarTech Summit to locations we’ve been planning to for years.The number of attendees at the Summit and the on-site feedback that we received.Our biggest challenge was to move fast and adapt along the way.