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 edition, we speak to Julia Green, sales and commercial manager (corporate events) at Center Parcs UK & Ireland.
How many years have you been in the events industry?
I’ve been in the events industry for over 20 years – not including my early start in hospitality as a waitress which definitely sparked my love for the energy of the industry. Since then, I’ve worked with a wide range of organisations including De Vere Hotels, Intercontinental Hotel Group, independent hotels, venue and event agencies, and now Center Parcs Conferences & Events. Each experience has truly shaped my perspective and deepened my passion for the sector.
How do you balance professional growth with personal commitments, and do you think the industry is evolving in terms of work-life balance?
I’m not a fan of the term “work-life balance” – it implies an equal split, which rarely reflects the reality of modern life. I prefer to think of it as a work-life blend. Some weeks, my time and energy are focused more on family, hobbies, or friends; other times, work naturally becomes the priority.
I’m fortunate to be in a role, and a company, that supports flexible and hybrid working.
My team often says I’m a true ambassador for “Flexing Loudly”, meaning I make a point to share when I’m taking back some hours, whether it’s attending my little boy’s school assembly or fitting in a morning Pilates class if and when my schedule allows. This flexibility allows me to be present both professionally and personally.
While there’s still work to be done, I’ve noticed a real shift since the pandemic toward a more balanced approach – at least in roles where flexibility is possible. Of course, many hospitality roles still require people on the ground delivering the experiences for guest and delegates, but overall, the direction feels positive.
How do you see the events industry evolving in terms of diversity, equity, and inclusion?
The industry is making strides, but there’s still work to be done. We’re seeing a growing focus on DEI through conversations and initiatives that range from inclusive hiring practices to designing events that reflect diverse audiences and speakers. This can include thoughtful choices like selecting accessible venues and providing crèche facilities, making it easier for attendees to participate while balancing childcare responsibilities.
But it can’t stop at good intentions – we need ongoing accountability, diverse leadership, and practical frameworks that embed equity into the culture of industry at every level.
What advice would you give to young women looking to enter and succeed in the events industry?
Believe in the value you bring and don’t wait for permission to take up space. The events industry thrives on people who are passionate, resilient, and adaptable and these are qualities that many women naturally bring to the table.
Seek out mentors, build your network, ask questions, say yes to opportunities (even if they scare you a little), and always be open to learning. There’s no single path to success, so define what that looks like for you, and remember this can evolve over time too.
How do you handle setbacks and failures?
Setbacks are tough, but they’re also inevitable and often the biggest learnings come from these moments.
I try to approach failures with curiosity rather than judgment. What went wrong? What can I learn from it? What would I do differently next time? I’m also a big believer in perspective; You’re not defined by your mistakes, but by how you respond to them and sometimes the hardest situations end up teaching you the most about your capabilities and values.
And when I need to reset, I lean on the people I trust – because having a support system makes a huge difference.
What changes do you think are still needed to create more opportunities for women in leadership?
We need to continue breaking down the barriers that can make leadership less accessible for women. That includes everything from equal pay and transparent promotion pathways to mentorship and leadership programs that actively lift women into senior roles. But we also need to address the cultural dynamics; like biases around assertiveness, caregiving, and career ambition that disproportionately affect women. Leadership should look like the world we live in – diverse, empathetic, and inclusive