An event without a strategy is just an activity. The difference between gatherings that deliver specific, measurable outcomes for the organization and those that fall short often comes down to planning with purpose. This requires a strategic approach that’s often lacking.
We spoke to Sasha Frieze, FRSA FCIM, an award-winning event strategist whose clients include the United Nations Foundation, The Guardian, The BMJ, the Open Data Institute, and the Royal College of Anaesthetists, and asked her how organizations can develop strategies that will elevate the way they create events.
Defining event strategy
Before you can master event strategy, you need to understand what it really is, who drives it, and the role leadership plays.
1. How would you describe event strategy?
Event strategy is about taking an outcome-based approach, whether for an event portfolio or individual events.
Events don’t happen in isolation. I often work with clients who say, "The team wants a dinner," or "We need an X." The key is understanding the purpose behind the brief.
The big “Why” questions are central: What transformation are you aiming for? What journey should attendees take? What is the bigger purpose of the event?
These are the questions that sit at the heart of strategy.
📹 Check out what Sasha has to say about thinking like a strategist:
2. Who decides event strategy?
Once you understand what strategy is, the next question is who drives it, and this varies across organizations. A senior event professional or Chief Event Officer often brings together all parts of the organization with a stake in the event.
Event strategy sits at the intersection of sales, marketing, content, and operations. Getting key stakeholders around the table early ensures alignment. Who owns the strategy and who needs to be involved are both questions that should be clarified from the start.
3. What is a Chief Event Officer?
A Chief Event Officer brings strategic thinking, creative vision, and stakeholder management to the role. They speak the language of the business and have relationships across all departments.
Their skills cover strategy, vision, marketing, data, and leadership. Think of them as the conductor of the orchestra of event professionals, keeping everyone aligned and motivated. At the center of everything is strategy, vision, and creative thinking.
4. Why is the position of a Chief Event Officer needed?
A Chief Event Officer, or the Chief Event Officer mindset, holds the strategic vision for events, aligning events with the organization’s outcome. While the event team may include marketing, comms, content, sales, operations, and logistics, the Chief Event Officer leads the entire event ecosystem.
This includes event teams, internal stakeholders, external agencies, and suppliers, ensuring cohesion, all with an eye on future-proofing the event strategy. The Chief Event Officer is the guardian of purpose and impact in events. And ensures that events deliver on the organizational goals.
5. So, what’s the difference between this and a Head of Events?
A Head of Events can absolutely take on the Chief Event Officer mindset. It’s not about the job title, it’s about the vision. While many Heads of Events find themselves focused on important operational issues, those with the Chief Event Officer mindset focus on creating intentional, purpose-led events that elevate the conversation around the boardroom table.
The challenges of strategy
Even the most experienced event professionals face obstacles. Understanding these challenges helps planners move from operational execution to true strategic impact.
6. What are some of the biggest strategic challenges event planners face? And how can they tackle them?
The four biggest are:
- Why are you doing this event? Understanding the big why underpins the success of your whole strategy. Stephen Covey was right when he said to begin with the end in mind.
- Who are your stakeholders? Identify the audience, sponsors, and partners because the key players need to sign up to your strategy from the start.
- What is your messaging? It’s too easy to focus on the logistics of creating an activity and leave your attendees behind. Map your stakeholders and engage attendees before thinking about content or experience.
- What is the impact? Define outcomes and how to measure them. Always explore and consider them in great depth up front. The question becomes what methodology to use? Maybe it’s a Return on Experience, rather than Return on Investment. While the events industry primarily focuses on ROI, it’s just one measure. For example, you may also need to consider NPS scores.
7. Why do so many event professionals settle for tactics instead of strategy?
Even with more people calling themselves strategists, the focus for many is on operational delivery. Planners take a brief and immediately ask, "What do I need to deliver?" That’s where they stop.
The brief is a starting point, not a blueprint. Bring stakeholders in early to define the event’s purpose. Otherwise, months down the line, you might hear, "Why is X not speaking?" or "Why is this missing from the program?" Early alignment ensures senior buy-in and purpose-driven design.
That can have an impact across both the operational and strategic sides, but it also means that you've got clarity on what the purpose of the event is. That’s how events shift from simple dinners or conferences to platforms that convene leaders, inspire action, and deliver long-term strategy.
Proving the value of events
It’s not enough to run a successful event. Executives want to see measurable impact, and planners need to know how to make their case.
8. How do you move from simply reporting on events to making a case the C-suite cannot ignore?
Many planners focus on attendance numbers or budget saved. These matter, but they don’t always resonate with executives. It’s important to speak their language and understand what leaders are trying to achieve. That’s a good way to show how the event supports their objectives.
One of my mentors said, "Don’t tell me about your grass seed, tell me about my lawn." And that lesson stuck. It wasn’t about the attributes of the seeds, but rather the vision of what the lawn would look like.
Evidence of transformation is key. One way you can track changes in sentiment is by asking attendees a question at the start and again at the end. Analyze the change and you’ll have tangible results that you can take to the C-suite.
Executives respond to results they can understand.
Becoming a true event strategist
At the highest level, being a strategist is about curiosity, influence, and vision. It requires going beyond the job title and delivering meaningful change.
9. What separates those who shape event strategies from those who just hold a title?
True strategists are curious, proactive, and influential. They ask questions, manage up, and connect across the organization.
Don’t stay isolated in the events team, which can often feel like a slice of marketing. Understand the business, contribute ideas, and engage with senior stakeholders. Keep learning from other industries to keep events fresh and engaging.
Proactive strategists don’t deliver yet another networking drinks event. They create experiences that inspire, connect, and transform participants, leaving a lasting impact.
Making the leap to true event strategy
Becoming a true event strategist is more than a title; it’s a mindset. It means asking the tough questions, connecting across your organization, and designing events that do more than run smoothly. The events that leave a lasting impact are those that transform attendees, advance business goals, and spark genuine change.
Look at your next event and ask yourself: How can I move from simply executing to truly strategizing? How will I measure the impact? The answers you find could redefine what success looks like and set the standard for every event you create.
Sasha Frieze FRSA FCIM is an award-winning event strategist. Sasha’s clients include the United Nations Foundation, The Guardian, The BMJ, the Open Data Institute, Raymond James, Incisive Media, Informa and the Royal College of Anaesthetists.
Sasha is a Fellow of the Chartered Institute of Marketing and The Royal Society of Arts, a NED of the British Society for Haematology and a visiting lecturer in event management at The University of Westminster. Her book, The Chief Event Officer’s Playbook – How to Create Transformational Events, is published in November.
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