Over the course of the CN 30underThirty programme, Conference News will be speaking to members of the programme about their professional journey and the causes they’re championing to shape a more inclusive, forward-thinking industry.
This week, we meet Abbie Butler, head of content and delegations at dmg events. In this interview, she discusses her passion for the defence sector and her passion for championing the recognition of operational excellence. She also speaks about the importance of supporting the next generation coming into the industry.
What made you want to get involved in the industry and why?
I was initially pursuing a completely different path when someone I respected pointed out that my skills, mindset and personality would be far more valuable in a space where I could support the armed forces by bringing people together. That sparked my curiosity.
Once I discovered the world of defence and security events, and realised the impact they have on collaboration, capability development and international relationships, I knew I’d found the right place for me. My passion for the sector grew quickly, and it’s only intensified since.
What is the first career highlight that comes to mind?
A standout moment for me was taking on a long‑established defence conference that was ready for a complete rethink. I redesigned the entire structure from the ground up, expanding it from a single‑track format into a multi‑stream forum, tripling the number of speakers, doubling the audience, and increasing revenue by 70% year‑on‑year.
Today, it has grown into the largest and most influential gathering of its kind in the global indirect fires community. Seeing that transformation happen, and watching an event become the go‑to forum for senior military leaders and technical experts worldwide, is something I’m incredibly proud of.
What have you learned about yourself since entering the events world?
I’ve learned that I’m at my best when the pace is fast, the expectations are high and things are constantly changing.
Working in defence has shown me that I’m naturally calm under pressure, decisive, and able to adapt quickly when plans evolve — which they always do. I’ve also discovered just how creative I can be, even within the boundaries of protocol. I love finding ways to inject fresh thinking into a sector where 90% of things can feel predictable, and seeing how those ideas genuinely improve collaboration and the experience for the communities I work with. Most importantly, I’ve realised that I have a real ability to bring people together, build trust quickly and create environments where conversations actually lead to progress.
If you could give your younger self one piece of advice when starting out in events, what would it be?
I’d tell my younger self to stop second‑guessing whether she belongs in the room. You don’t need to wait for permission to take up space — especially when you’re often the youngest or the only woman there. Your perspective is valuable, your instincts are stronger than you realise, and the confidence will grow with every challenge you take on. Trust yourself earlier, because you’re far more capable than you think.
How important are schemes such as CN 30under30 and do you believe the industry does enough to support young professionals?
Schemes like CN30under30 are really important because they spotlight the people who are driving the industry forward behind the scenes — the content teams, operations professionals, logistics leads and relationship‑builders who often don’t get public recognition but are critical to an event’s success. These programmes help younger professionals feel seen, valued and encouraged at a stage in their career where confidence can make all the difference.
That said, I think the industry can go further. We need clearer career pathways, more structured mentorship, and better recognition of operational excellence as a strategic skillset — not just a supporting function. If we invest properly in young talent, provide the right development opportunities and celebrate the breadth of roles that make events possible, the entire industry becomes stronger and more sustainable.
How do you see the events industry changing over the next five years, and how do you want to be part of that change?
Over the next five years, I think the events industry will continue moving towards more sustainable practices, stronger DE&I, and better pathways for talent development.
We’re also going to see technology and AI play a much bigger role in enhancing experiences, not replacing human connection, but strengthening it. And as audiences become more global and more discerning, events will need to balance innovation with authenticity in a way that feels intentional rather than trendy.
In the defence sector specifically, I see a huge opportunity to break away from predictability and move towards fresher, more creative formats that still respect protocol. I want to be at the forefront of that shift, designing events that feel modern, inclusive and genuinely collaborative, while still delivering the strategic outcomes that militaries and governments rely on. Whether it’s bringing new ideas to programme design, broadening who gets a platform, or introducing formats that bring energy back into traditional environments, I want to help reshape what defence events can be.
What is an issue or topic within the industry that you think is important and want to champion? Can you explain a bit about it?
One topic I really want to champion is the recognition of operational excellence — the behind‑the‑scenes strategic work that actually makes events impactful. In this industry, and especially in defence, the focus is often on the content on stage, the VIPs, or the headline moments. But operational planning, logistics, content structuring, process management, and relationship‑building are what truly drive outcomes. These roles influence everything from the quality of conversation to the effectiveness of collaboration, yet they’re rarely acknowledged publicly.
For me, operational excellence isn’t just a functional necessity — it’s a strategic capability. It shapes how communities connect, how nations collaborate, how stakeholders feel supported, and how confident people are in the platforms we create. When done well, it directly impacts procurement, policy discussions and international cooperation, even if most of the credit happens quietly in the background. I want to shine a spotlight on that work and champion the people whose precision, creativity and discipline give events their real substance.
Why is this particular issue or topic important to you?
It’s important to me because I’ve seen firsthand how much impact operational and behind‑the‑scenes excellence truly has — not just on an event, but on the communities it serves. In defence, the work we do directly influences how nations collaborate, how quickly information moves, how effectively militaries can procure the right equipment, and how confidently senior leaders can engage with one another. These outcomes don’t happen by accident; they come from structure, clarity, creativity and precision — all the things that sit quietly in the background.
I care about this topic because I’ve watched how a well‑designed event can remove barriers, strengthen geopolitical relationships, and make life genuinely easier for people who carry enormous responsibility. When the behind‑the‑scenes work is done well, it creates an environment where real progress is possible. That’s why championing operational excellence matters to me — because I know the difference it makes, even if most people will never see it.
What do you plan to do to continue to champion the topic?
I plan to continue championing this topic by leading through example — building events that clearly demonstrate the value of strong operations, thoughtful content design and truly collaborative project delivery. I’ll keep pushing for creativity and innovation within the boundaries of protocol, showing that “new‑ness” and structure can coexist and that operational excellence directly enhances outcomes for the communities we serve.
I also want to actively support the next generation coming into the industry. That means mentoring younger professionals, sharing what I’ve learned, and helping them understand how critical these behind‑the‑scenes roles are. And through platforms like my podcast, I’ll continue giving a voice to the people and sectors where this kind of work makes a real difference — challenging misconceptions and highlighting the positive impact that often goes unnoticed.
What can the industry itself do to better champion this topic?
I think the industry can start by recognising that operational excellence is a strategic pillar, not an administrative one. To champion it properly, we need to give the same visibility and value to the people who manage content, logistics, processes and collaboration as we give to what happens on stage. That means celebrating operational achievements, building clearer development pathways, and ensuring these roles are represented in industry awards and leadership conversations.
Beyond recognition, the industry should invest in structured training and mentorship so that young professionals can build confidence and capability early in their careers. We also need to embed modern practices — strong DE&I, sustainable event design, better talent development and thoughtful use of technology and AI — into the foundations of how events are delivered, not as optional add‑ons. All of these elements strengthen operations, uplift the teams behind them, and ultimately create better, more impactful events.
The CN 30underThirty is a 12-month programme that recognises and supports young talent from the conference and meetings industry. Find out more about the CN 30 under 30 class of 2026 here.