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.
In this weeks edition, Kerry Edwards, managing director at Bien Venue Ltd.
How many years have you been in the events industry?
I’ve been in the events and hospitality industry for 25 years, and honestly, I can’t imagine doing anything else, its now part of my DNA! I started my career in hotels, working my way up through operational roles into sales and management. Those early years taught me the real heart of great events, the teamwork, the pressure, the problem-solving, and the joy of seeing everything come together on the day.
Moving into the agency world opened a whole new chapter for me. I’ve worked across sales leadership and client account management, and now as Managing Director. No matter the role, the part I’ve always loved most is the relationships. I’m at my best when I’m connecting with people, understanding what they need before they say it, and delivering that personalised, above-and-beyond service that genuinely makes a difference.
The industry has changed massively over the years, but the pace, the passion and the people are what keep me here. It’s an industry where no two days are the same — and that’s exactly why I still love it as much as I did on day one.
How do you balance professional growth with personal commitments, and do you think the industry is evolving in terms of work-life balance?
Personally, for me, it’s about being realistic and intentional. I love what I do, but I also know that if I don’t make space for family, friends, and switching off, I can’t lead effectively. It’s about knowing when to push and when to step back and being honest with yourself and your team about it. I try to lead by example, showing that hard work is important, but so is looking after yourself and the people around you.
The industry is changing, slowly but surely. People are more open about mental health and the pressures of our jobs, and organisations are starting to see the value in flexibility and balance. It’s no longer just about logging hours; it’s about results, culture, and sustainability. I think that shift is crucial if we want to retain talent and grow strong, happy teams.
How do you see the events industry evolving in terms of diversity, equity and inclusion?
I think the events industry is finally starting to take DEI seriously, beyond just ticking boxes. It’s about making sure that everyone, whether it’s a delegate, a speaker, or a team member, feels welcome and represented. For me, inclusion has to be part of the planning from the very start: the choice of venue, the way sessions are structured, catering, accessibility all of it matters.
We’re also seeing a real focus on diverse voices on stage and behind the scenes. Events work better when different perspectives are included, and it’s something clients are increasingly expecting. Accessibility is another area that’s moving on fast from hybrid events to physical access and dietary or sensory needs; it’s no longer optional.
For us at BV Events, it’s about thinking carefully about these things every time we plan an event and working with suppliers who share that mindset. The industry still has a long way to go, but I’m optimistic I think the next few years will see events that genuinely welcome everyone, not just some, and that makes them better for everyone involved.
What advice would you give to young women looking to enter and succeed in the events industry?
My advice to young women entering the events industry is to be confident and to be at peace with the fact that things won’t always be perfect. I often think about what Steven Bartlett calls the ‘51% rule’ the idea that you don’t need complete certainty to move forward, just enough to feel more confident than doubtful. It’s about trusting your instincts, making decisions even when you don’t have all the answers, and knowing that getting it ‘mostly right’ is often enough.
Equally important is surrounding yourself with your village people who will support you, listen, challenge you, and offer guidance when you need it. The higher you climb, the lonelier it can feel, so building that network is essential. Remember, perfection isn’t the goal. Show up, do your best, learn from what doesn’t work, celebrate what does, and lean on your people when needed.
Most of all, be kind to yourself along the way. The industry moves fast, and it’s easy to feel you need to have it all figured out you don’t! Confidence, curiosity, resilience, and a strong support system will take you further than perfection ever will.
How do you handle set backs and failures?
Setbacks and failures… they’re never nice, are they?! But over time, I’ve learned they’re not the end of the world they are a chance to reset, to find your focus again. They remind you why you started in the first place, and if you let them, they can put the fire back in your belly!
I’ve had moments where things didn’t go to plan, where efforts didn’t quite come together or didn’t land as I hoped. And you know what? That’s life. If you are honest with yourself, some of it was inevitable. The trick is not letting it consume you or take your energy away from what’s next.
For me, it’s about taking a breath, seeing what’s useful in the situation, and then moving forward. Failures aren’t walls, they can be lessons, little nudges telling you to adapt, rethink, and try again. They can even open doors you didn’t expect.
It’s about keeping your fire alive, staying focused, and remembering that even in the low points, there’s always a way to grow and push forward.
What changes do you think are still needed to create more opportunities for women in leadership?
We have definitely made progress, but there’s still work to do. Women need real opportunities to lead, not just visibility. That means giving responsibility, trust, and the freedom to make decisions, even if mistakes happen along the way. We need to normalise ambition, resilience, and the occasional bold, unapologetic choice without anyone being penalised for stepping up.
It’s also about creating environments where women can thrive on their own terms balancing ambition with life outside of work, without judgment. I get asked how I manage being an MD and a working mum of two whereas a man wouldn’t get asked this but the point is, leadership should feel attainable, not intimidating. The more we showcase different ways of leading, the more doors we open for the women coming after us.
At the end of the day, it’s about confidence, clarity, and having the support to take risks. That’s how real change happens.