The 70% is a weekly series celebrating the women shaping the events industry. From rising stars to seasoned leaders, each profile shines a light on the career journeys, challenges, and perspectives of women working across all corners of the sector.
In this week’s interview, we speak to head of sales for the International Convention Centre at Olympia, Brittany McLaren.
How long have you worked in events?
I’ve worked in events and hospitality for the last 12 years. I moved to London in 2019 and have been in the London events scene ever since, including a spell on the non-matchday (C&E) team at Tottenham Hotspur Stadium before joining Olympia Events earlier this year to head up the sales team for the ICC.
How do you balance professional growth with personal commitments?
It’s been an evolution. Early on I thought success meant always being “on”. I learned the hard way that without boundaries, burnout is inevitable. Now I protect time for my life outside work because it makes me more present and a better leader. The industry’s moving in the right direction – flexible working and open conversations about mental health – but culture really shifts when leaders model boundaries themselves.
How do you see the industry evolving on diversity, equity and inclusion?
We’ve made progress in awareness, but awareness isn’t the finish line – action is. DEI can’t be a box to tick when convenient; it must be embedded in who we hire and how we design experiences. At every stage we should ask: who’s in the room, who’s missing, and are different perspectives genuinely heard and valued? Visibility matters, especially in leadership. My time in sport showed how having women in senior roles can shift culture for the better.
What advice would you give to young women entering events?
Back yourself. Don’t wait to feel 100% ready, take the leap, whether that’s pitching an idea or stepping into a bigger role. Relationships are like currency: build and nurture your network early, seek mentors, and stay curious. Moving to London at the age of 24 taught me the value of those relationships. Remote work is great, but in-person learning – hearing how leaders navigate tough moments – can accelerate your growth. Trends move fast; the people you learn from will accelerate your growth.
How do you handle setbacks and failures?
I try to see setbacks as opportunities to reassess and redirect. When challenges arise, I focus on separating what I can control from what I can’t, then act decisively on the areas within my influence. Sometimes an event changes direction or cancels, it’s frustrating, but the lesson should become a stepping stone to something better. A chance to learn, adapt, and strengthen our approach for future success.
What changes are still needed to create more opportunities for women in leadership?
We should broaden what great leadership looks like – it isn’t just the loudest voice in the room. Create flexible pathways that acknowledge different life stages without penalising ambition, ensure transparency on progression and pay equity, and make examples of women moving into senior roles highly visible. And crucially, women need to champion other women – recommending, sponsoring, and promoting into decision-making roles.