Women make up around 70% of the global events workforce but their stories, leadership, and influence are often underrepresented.
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 Priya Devi, revenue director at The Grand Hotel Birmingham.
How many years have you been in the events industry?
I’m lucky enough to have over 13 years of experience within the hospitality industry, including five years leading a high-performing Conference & Events (C&E) sales team at The Grand Hotel Birmingham.
How do you balance professional growth with personal commitments, and do you think the industry is evolving in terms of work-life balance?
Balancing professional growth with personal commitments is something I’ve learned to prioritise over time. In hospitality, especially when managing a C&E sales team, the pace is fast; events don’t wait, and client needs can arise outside typical hours. In light of this, I’ve recognised the importance of setting boundaries and modelling a balance for my team. As for the industry, I do think it’s evolving. Especially post-COVID, there’s a growing awareness of the need for flexibility and mental wellbeing. Remote access, smarter scheduling, and a focus on outcomes over hours are gaining traction. It’s not perfect yet, but the conversation is happening and that’s a big step forward, which I’m happy to be contributing towards including how we operate as a team.
How do you see the events industry evolving in terms of diversity, equity, and inclusion?
The events industry is evolving significantly when it comes to diversity, equity, and inclusion with increasing recognition of the importance of representation and equality. There’s a real shift towards more inclusive and equitable practices. In terms of diversity in particular, we’re seeing a more intentional effort to represent a wider range of cultures, backgrounds, and experiences, not just in event planning and guest lists, but in leadership roles and decision-making positions within the industry. For me, as someone in a leadership position from an ethnic minority background, it’s about continuing to push for diverse perspectives when assembling teams and planning events. It’s also about being conscious of the fact that our work affects a wide range of people and it’s important to ensure everyone feels seen and supported.
What advice would you give to young women looking to enter and succeed in the events industry?
For young women entering the events industry, my first piece of advice is to not underestimate the power of your voice. Whether you’re leading a team or organising an event, your perspective is valuable and it’s crucial to speak up, share ideas, and advocate for yourself. This industry thrives on creativity and collaboration, and we all have something unique to offer. It’s also important to be adaptable and resilient; the events industry is fast-paced and constantly changing — trends, technologies, client needs; flexibility and the ability to pivot quickly are key skills that will set you apart.
How do you handle setbacks and failures?
Setbacks and failures are an inevitable part of any career, but how you handle them makes all the difference. Personally, I’ve learned that the key is not to see failure as a permanent condition, but as an opportunity to learn and grow. I also believe in taking responsibility where necessary, especially as a leader. If something went wrong because of a decision I made or an area I overlooked, I own it, that way I can set an example for my team showing them that it’s okay to make mistakes, as long as we learn from them. It’s also important to celebrate your wins how big or small they may be; this keeps yourself and your team motivated.
What changes do you think are still needed to create more opportunities for women in leadership?
I consider myself fortunate to work in a hotel where a large proportion of the leadership team are female and having women in senior positions not only sets a strong example for younger employees but also reinforces the idea that leadership is not limited by gender. That said, one of the biggest changes needed is addressing unconscious bias in hiring and promotion practices. It’s crucial to ensure that women, particularly women from an ethnic minority background, are not overlooked for leadership roles because of outdated stereotypes or biases about what makes an effective leader.
Another change that would create more opportunities is flexible work environments. Although the events industry is often seen as one that demands long hours and rigid schedules, embracing more flexibility, particularly in how teams are structured, can help retain talented women who may be balancing family commitments or other responsibilities.
Finally, championing pay equity is an ongoing change needed in leadership roles. Equal pay for equal work is fundamental to creating a truly fair and balanced workplace. When women see that their contributions are valued equally, it encourages them to pursue leadership roles with confidence.