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, we meet Lois Welch, senior event sales manager at Protein Studios.
How many years have you been in the events industry?
I’ve been in the events industry for four years, and my entire journey has been with my Protein Studios family. I started as a studio assistant and have worked my way up to a senior event sales manager, which has been incredibly rewarding to be part of.
Before that, I actually trained at drama school and worked as an actor for a couple of years, so I’ve always been drawn to creative, high-energy environments (although I’d say events are a much better fit for me!).
One of the most exciting parts of my journey has been growing alongside the business. I’ve seen Protein Studios evolve from a 3,000 sq ft space into 13,000 and now 17,000 sq ft, and being part of that expansion has been amazing.
How do you balance professional growth with personal commitments and do you think the industry is evolving in terms of work life balance?
This is something I’ve learnt evolves over time, when you genuinely love what you do, it can be difficult to switch off, but that’s exactly why being mindful of burnout is so important. Work stops being enjoyable when you’re exhausted, so taking a step back and reassessing what you want is key.
Earlier in my career, I was very focused on progression. I prioritised growth, worked my way up, and I really put my energy into building myself. I do think the industry is evolving in a positive way when it comes to work life balance, there’s a growing recognition that flexibility, trust, and wellbeing are essential for long-term success, and not just a perk. For me, I see it as a shared responsibility, 70% comes from how you manage your own boundaries and priorities, and 30% comes from the culture your company creates.
How do you see the events industry evolving in terms of diversity, equity and inclusion?
I would say this feels like an on-going fight, it’s not something that’s ever “done,” but something that improves through awareness and action. A big part of that starts with having the right conversations within teams and being open to learning from one another.
The event industry constantly exposes you to different perspectives and challenges you to think more inclusively, which is so important. We’ve definitely come a long way, but there’s still more to do. Like many industries, it’s about holding ourselves accountable and continuing to push for better.
What advice would you give to young women looking to enter and succeed in the events industry?
Don’t let imposter syndrome win! It’s so easy, especially early in your career to feel like you don’t belong, particularly when you’re in rooms with people who are more experienced or senior. But instead of letting that intimidate you, use it as motivation. You’re there for a reason, and your perspective and experience are just as valid.
I’d also really encourage young women to speak to the people around them. This industry is incredibly collaborative, and in my experience, people are far more willing to offer support, and give advice than you might expect. Programmes like Elevate Mentoring, which I was a part of last year is a great example of how the industry is opening up and creating more accessible pathways in.
How do you handle set backs and failures?
This has taken some time to truly install into my brain, but I really believe they’re essential for growth. Without the lows, you don’t fully appreciate the highs.
My background in acting taught me resilience early on, you face constant rejection, and more often than not, you don’t hear back. It helped me learn that setbacks aren’t a reflection of your worth, but just a part of the process.
It also makes a big difference having a supportive team around you, and most importantly, being that support for others. In this industry, not every brief is a win, and that’s okay, it’s about taking the learnings, recognising the hard work that your team put into it, and moving forward with a positive mindset.
What changes do you think are still needed to create more opportunities for women in leadership?
I think it starts with visibility, opportunities like this very interview matter because if you can’t see it, it’s harder to believe it’s possible. We need more women in leadership roles being seen, not just in female focused spaces, but across the wider industry.
Although I’ve always found value in female only networking spaces, they create a different kind of openness and support, which is important. Equally, it’s about having access to broader networks too, where women are part of the conversation at every level.
I’ve seen that same pattern across a lot of women in the industry, the drive is there, but having people around you who trust you, back you, and give you the space to grow is what really enables that next step.
