After more than two decades leading teams across global agency networks, Natalie Glasgow has joined asembl., the live event specialists, as managing director and is already shaping the next chapter of the business. Speaking to Conference News, just a few weeks into the new role, Glasgow discusses what attracted her to asembl., the lessons she has learned from twenty years of working across different agencies and how changing client expectations are shifting the agency landscape.
A new chapter at asembl.:
Following her departure as managing director at Your Event Solutions (YES) earlier this year, Glasgow has stepped into the role of managing director at asembl. Her appointment comes as the agency looks to strengthen its senior leadership team and build on growth across international markets.
Speaking about the move, Glasgow said she was drawn to asembl.’s “clear and honest” approach. After more than two decades working across global agency networks, specialist businesses and high-growth organisations, she believes client expectations have evolved significantly. She said, “I’ve spent 20 years in the industry, and you start to see what works best for clients. Increasingly, it’s not about being the biggest agency or the broadest service offering but having the right expertise at the right time.”
Glasgow believes that organisations now value expertise and flexibility over agency size, choosing specialist talent that can be deployed and scaled as needed, a shift she believes aligns with asembl.’s wider group partner model, as part of asembl.group.
“What we are building is that combination of specialist focus, global agility and network strength,” she said. “You have a highly respected live experience agency with a clear proposition and a reputation for delivery, but at the same time, it is backed by expert partners that can be adaptable for clients.”
That combination, she argues, gives clients access to both scale and specialist expertise without compromise. She said: “Clients don’t necessarily want scale or specialism; they want both without compromise. Our model allows us to be as small as the client needs us to be, or as big as the brief demands, curating the right expertise every time.”
Looking ahead, Glasgow said she is excited by both the agency’s ambitions and the wider opportunities within the events sector.
“I’m excited for the journey and being part of what we’re building,” she said. “The events industry is in such an exciting place. We’re having a wonderful moment, and being part of a group that’s so forward-looking is genuinely exciting.”
Lessons from 20 years in the industry:
Having worked across agencies of every shape and size, from the scale of Publicis to building an events function from scratch at Within3 and leading at a global level with YES, Glasgow has developed a broad perspective on what drives agency success, with each environment having taught her something different about adaptability, team performance and navigating increasingly complex client demands.
She explained that one of her biggest lessons is learning that great creative work can only happen when there’s strong operational discipline behind it. She says: “Commercial rigour and creativity aren’t opposing forces; they strengthen one another. Being able to combine ambitious thinking and creative execution, and empowering people to do their best work with clarity, trust, and accountability, and creating and fostering that environment, is something that’s dear to my heart and something I want to continue to prioritise now I’m here.”
Glasgow said: “Throughout my career, I hope that building high-performing teams and helping organisations navigate periods of growth and transformation has been a consistent thread. Whether that’s been large-scale programmes or global agency networks, or building new capabilities, I’m always focused on creating the right conditions for people in the business to succeed.”
Leading through change
In today’s market, the traditional agency model is increasingly being challenged. Clients expect greater transparency, accountability, and direct access to expertise, while audiences are demanding more meaningful and memorable experiences.
Glasgow believes clients have become far more sophisticated in how they buy agency services. Rather than prioritising scale alone, organisations are looking for partners that can demonstrate specialist expertise, measurable outcomes, and a deep understanding of their sector. She said: “Clients aren’t buying capacity anymore, they’re buying capability.”
She sees asembl.’s specialist partner model as a significant advantage in meeting these changing expectations. Whereas clients have traditionally had to choose between the scale of a large agency or the expertise of a smaller, specialist one, Glasgow believes the group partner model removes that trade-off by providing access to genuine experts while maintaining coordinated delivery across multiple markets and disciplines.
She said: “The future isn’t necessarily about agencies becoming smaller or larger. It’s about becoming more relevant. Clients want confidence that the people working on their business are the right people for the job, regardless of where they sit organisationally.”
Another challenge facing agencies is balancing global consistency with local relevance. Having worked across international organisations throughout her career, Glasgow understands the importance of delivering a consistent brand experience while recognising cultural differences and local market needs.
She believes the agency is well-positioned to achieve that balance through its specialist group partners, combining central strategic oversight with expertise on the ground. Rather than imposing a one-size-fits-all solution, asembl. connects insight and specialist knowledge within a coordinated events group that is built around clients’ needs.
She said: “Clients want both, and the group partner model is built to solve exactly that by connecting specialist expertise locally and orchestrating it globally.”
The evolution of agency models is happening alongside wider changes in the events industry. Glasgow said audience expectations have shifted significantly in recent years, with people seeking experiences that are meaningful, memorable, and genuinely valuable. She added, “People aren’t passive anymore. The most successful events are increasingly the ones creating lasting impact, rather than simply delivering fleeting moments of engagement.”
She also believes the industry is witnessing a shift in how success is measured. While return on investment remains important, there is a growing focus on return on experience and understanding how events influence perceptions, strengthen relationships, and create long-term value for participants.
At the same time, the relationship between live and digital continues to evolve, with Glasgow emphasising that the future lies not in choosing between the two but in creating connected experiences that extend beyond the event itself. “The future isn’t really about choosing one or the other, but creating connected experiences that extend beyond the event itself. Data and measurement play an increasingly important role in helping clients understand that value and make better decisions.”
What does success look like?
Glasgow’s immediate priority is to really understand the business. She said: “I want to understand the business in depth, the people, the clients, the team culture, and the ambitions. I don’t believe in arriving with a fixed agenda before taking the time to listen and learn first.”
As a leader, Glasgow is naturally commercially focused. This means she will also prioritise growth. She said: “This means strengthening existing client relationships, identifying opportunities in new sectors and continuing to build on our presence in key markets.”
Equally, Glasgow sees internal culture as ‘fundamental’ to scaling a live experience agency. She said: “We’re in the people business. Growth isn’t sustainable if people don’t feel connected to the business, the purpose, and each other. Live experience agencies are built around collaboration, and every successful project relies on multiple teams, disciplines and specialists working together towards a shared outcome. When that collaboration is strong, clients feel it, and the quality of the work reflects it.”
“As businesses grow, maintaining that sense of connection becomes even more important. Culture isn’t something that happens by accident. It requires deliberate attention and ongoing investment. For me, creating an environment where talented people can do their best work is one of the most important responsibilities of leadership.”
She added: “Commercially, success means building a business that clients actively want to partner with – a business that’s known for delivering exceptional experiences, solving complex challenges, and creating long-term value. Growth is important, but it must be sustainable growth, and that comes from building strong relationships, trust, and consistently delivering to a high standard.”
She continued: “Creatively, success means producing work that we’re genuinely proud of — experiences that have a real impact, create meaningful connections and set new standards for what our industry can achieve.”
“Ultimately, I’d like asembl. to be recognised not only for the quality of our work, but also for the quality of our people, our culture, and the way we partner with clients. If we’re known for those things, the commercial success will follow naturally.”
