Women make up 77% of the global events workforce, yet hold only 16% of leadership roles. The imbalance is well known, but the women driving this industry forward are still too often overlooked.
The 70% is a weekly series dedicated to changing that. Each instalment profiles a woman whose work, insight, and ambition shape the events sector – from emerging talent to established leaders. Through their stories, we explore the pathways, challenges, and perspectives defining what leadership looks like today.
This week we meet, Adele Woods, managing director, Make Events.
How many years have you been in the events industry?
26
How do you balance professional growth with personal commitments and do you think the industry is evolving in terms of work life balance?
I think we’ve come a long way, certainly compared to my early corporate days. We now have a much greater appreciation for the importance of balance and that wellbeing, flexibility and trust are essential to achieving it.
That said, the nature of events means there are busy periods and long hours, and unsociable schedules often come with the territory. The difference now is how we support people through this; giving them the flexibility and space to manage those peaks in a way that feels more sustainable.
For me, it’s up to us as leaders to set the tone. Creating environments built on trust, giving people flexibility and recognising that everyone works differently and does their best work in different ways. But we also need to model those behaviours so our teams feel confident to do the same.
It’s also about putting the right tools, processes and support in place so people can perform without burning out. Businesses can support that in a practical ways, for example, adopting unlimited holiday schemes so people have the flexibility to rest, recharge and be there for the moments that matter outside of work, whether that’s family time, holidays or important life events.
How do you see the events industry evolving in terms of diversity, equity and inclusion?
It’s such a creative industry and the best ideas come from different perspectives, experiences and ways of thinking. Without that mix, the ideas aren’t as strong and the experiences don’t land in the same way.
The strength of this industry is its community. It’s incredibly collaborative; we bring people together for a living and that creates a real opportunity, and responsibility, to reflect the diversity of the audiences we’re creating for.
But we also have to be honest about where there’s still an imbalance. You often see more men in technical and AV roles, and women in account management and delivery. It’s not unique to our industry, but it’s definitely something we should be working to change.
For me, it’s about making sure DEI isn’t treated as a separate initiative. It should be part of how you hire, how you develop people and how you create opportunities; championing difference, opening up pathways into all areas of the industry, and making sure people feel they truly belong and can progress.
What advice would you give to young women looking to enter and succeed in the events industry?
I have a phrase I use all the time: “Be bold. Be brave. Back yourself.”
The reality is you’re rarely going to feel 100% ready for anything, so don’t wait for that moment. Just go for it! More often than not, other people are doing exactly that too.
It’s also about finding your voice early on. Speaking up, sharing your ideas and not second guessing yourself too much.
And say yes to things, especially the ones that feel a bit uncomfortable. That’s usually where you learn the most. Alongside that, take the time to build your network and your personal brand; this industry really does run on relationships, and those connections build over time.
If you can, find a mentor. Someone who’ll support you, challenge you and help you see what’s possible, it makes a big difference.
How do you handle set backs and failures?
You have to see them as part of the process. Especially in events, things will always challenge you – plans change, the unexpected happens, and not everything goes to plan but often the biggest growth comes from the moments that don’t.
The key is not to dwell on it. Take the lesson, apply it, and move forward. It’s all part of a constant learning cycle. And most importantly, it’s just a moment in time and it doesn’t define you or where you’re going.
What changes do you think are still needed to create more opportunities for women in leadership?
I’ve always liked the way Indra Nooyi, former CEO of PepsiCo, argued that work-life balance is a myth and a “juggling act” rather than a harmonious state. I think most of us can relate to that in some way.
For many women, key career moments often happen alongside significant life stages; whether that’s motherhood, caring responsibilities or menopause. Without the right support around those times, that’s where we risk losing great talent.
Flexibility is critical but it’s also about creating clear pathways to leadership and giving women a genuine seat at the table, while still ensuring it’s about capability and impact.
Visibility matters too. The more women we see in senior roles, the more it becomes normalised and the more it encourages the next generation to aim higher. And once women are in those roles, it’s about supporting them to thrive, not just getting them there.
