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, Megan Anstee co-founder and director of The Intrepid Collective.
How many years have you been in the events industry?
I’ve worked in events for 16 years, starting in hospitality and venues, before moving to agency and then founding The Intrepid Collective six years ago.
Hospitality and venues provided a good foundation – long hours, super busy, exciting and fun. I transitioned agency-side, where I headed up the events function at a marketing agency working on large scale, creative events, including film festivals and awards.
I always knew I wanted to run my own agency. Along with my amazing co-founder, we have built the business we want to work for and are trusted by a roster of high-end clients to deliver standout experiences, whilst having fun along the way.
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 sure I believe in work/life balance as it’s typically discussed. I feel like it puts work at odds with the rest of my life and I like to think of work as part of my life.
Since having a baby, I ruthlessly prioritize. My new restrictions on time have led me to take on a more strategic role as a founder. I focus on what’s going to drive results for the business and our clients. I work in a way I should have been working the last six years, I have stopped doing so many things I probably shouldn’t have been doing. It took me having two children to get into this state of mind and I’m still working on it.
We can have great success in a more gentle, holistic way that isn’t about depleting yourself. I believe in building a full life outside of work. I have two children, I love exercise, eating well, spending time with family and, importantly, sleep. Do I read or see my friends as much as I’d like? No, but when I do it’s intentional.
The juggle is real, I think these things ebb and flow. As much as it goes against my controlling nature, it’s best to take every day as it comes. Be organised and prepare for things to not be perfect.
How do you see the events industry evolving in terms of diversity, equity and inclusion?
Women aren’t a niche market, we are half the population. If our industry is mostly made up of women, but these women aren’t making it into leadership positions. That means we are either losing or not promoting key talent. We need to do better.
I have definitely seen a change over the years, with organisations such as Fast Forward 15 and NOWIE championing women and encouraging us to let our ambitions flourish.
More widely, we need to be looking around a room and checking if we have a diverse approach to whatever project we’re working on. Not just from a moral standpoint, I can guarantee this will bring better results across the industry.
What advice would you give to young women looking to enter and succeed in the events industry?
Take every opportunity and don’t undersell yourself. Know your value, don’t judge yourself and be intentional.
Set goals and come up with a mantra to focus you. Mine for 2026 is a bit of a cliché but it’s ‘don’t sweat the small stuff’. I remind myself of this daily and it makes me a better leader, less in the weeds and looking more at the bigger picture.
Reach for things before you feel ready. Shift your mindset from fear to growth.
How do you handle set backs and failures?
Fail fast and don’t dwell on your mistakes. Acknowledge, learn and move on. I make mistakes every single day, big and small. Trust you can fix anything that is thrown at you. I think experience teaches you this.
Previously when it came to work, if I needed to solve something, I could just spend all weekend doing it. Now, I physically don’t have the hours. It’s taken a lot of learning and I’m still working on it.
What changes do you think are still needed to create more opportunities for women in leadership?
I think it’s less about creating more opportunities and more about opening up the opportunity that’s there.
Ways we can improve? I think flexibility for mothers coming back to work is integral, whether that’s phased introduction back, flexible working hours etc.
It’s crucial every company looks at their behaviours and values, ensuring this aligns with the policies they have in place. And vice versa.
More widely, those in senior leadership roles need to be consciously bringing women up – inviting them into rooms, asking them about their career aspirations, encouraging them to think big.