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 Rachel Lewandowska, managing director at AVANTGARDE.
How many years have you been in the events industry?
I’ve been in the industry for over two decades. I moved to London in my early twenties and secured an internship at a music PR agency, which gave me my first real insight into the pace and energy of live experiences. Shortly after, I joined a boutique events agency, where I spent over three years really cutting my teeth and learning the fundamentals.
From there, my career evolved alongside the industry itself, from traditional events into more integrated, experiential work. It’s been an incredible journey – especially being part of an industry that constantly reinvents itself. What’s kept me here is the variety, the people, and the sense of creating something meaningful and memorable for audiences.
How do you balance professional growth with personal commitments and do you think the industry is evolving in terms of work life balance?
Honestly, this is the biggest challenge I face. I work in an industry I love, doing a job that gives me real purpose, but I also have three children aged between four and 13, all with very different needs and personalities. And then there’s the elusive idea of time for myself.
The truth is that perfect balance doesn’t exist. As a working mum, the guilt can be intense. My career has always been important to me (it’s more than just a job), so I’ve had to make conscious choices and compromises along the way. I don’t regret them, but I’ve had to accept that doing my best is enough.
The industry is improving, but there’s still work to do. As leaders, we need to better understand what motivates our people and create environments where they can genuinely thrive, not just survive.
How do you see the events industry evolving in terms of diversity, equity and inclusion?
The events industry has strong female representation overall, but the real challenge lies in getting more women into senior leadership roles. That’s where the gap still exists.
One of the positives is that our industry hasn’t traditionally required formal qualifications, which can open doors to people from a range of socio-economic backgrounds. However, the pathways in aren’t always clear or accessible, particularly for those without networks or industry exposure.
There are some brilliant organisations now working to broaden access and bring in more diverse talent, which is encouraging. London remains a global hub for creative agencies, but the cost of
living is a real barrier. If we want to maintain diversity, we need to think seriously about flexibility, whether that’s hybrid working, regional talent, or alternative entry routes.
Ultimately, inclusion isn’t just about getting people through the door – it’s about ensuring they can stay, grow, and lead.
What advice would you give to young women looking to enter and succeed in the events industry?
Be curious. This industry is built on live experiences, and those can take so many different forms. The more you expose yourself to, the better you’ll understand where you fit.
Don’t feel confined by your role early on. If you’re a strategist, volunteer to support on-site. If you’re a project manager, get involved in the creative process. The best people in this industry understand how all the pieces come together, not just their own part.
It’s also important to build relationships. This is a people-driven industry, and collaboration is everything. Say yes to opportunities, ask questions, and don’t be afraid to step outside your comfort zone.
Over time, you’ll find your strengths and where you add the most value. That’s when your career really starts to take shape.
How do you handle setbacks and failures?
I’ve always been a naturally positive person, and I try not to worry about things before they happen. When setbacks do occur, I focus on what I can learn from them rather than dwelling on the negative.
Having a strong support network is essential. I’m lucky to have people around me I trust, people I can talk things through with honestly when things get tough. That perspective is invaluable.
A piece of advice that’s always stayed with me is: surround yourself with great people who are excellent at what they do. It’s impossible to have all the answers, and you don’t need to. What matters is knowing how to find them and being open enough to listen and learn.
Setbacks are inevitable in this industry; it’s how you respond to them that defines your growth.
What changes do you think are still needed to create more opportunities for women in leadership?
There are still some fundamental barriers we need to address.
First, affordable childcare. The UK continues to have some of the highest childcare costs globally, and this has a direct impact on whether women can return to or progress in their careers. If we want to retain talent, we need to enable it.
Second, flexibility and trust. The traditional 9–5 doesn’t reflect how many people, especially working parents, actually live and work. Creating more fluid, trust-based environments allows people to perform at their best.
Third, pay parity. It’s surprising that in 2026 this is still a conversation, but gender pay gaps persist, particularly at senior levels.
Finally, diverse leadership teams are essential. They drive better thinking, broader perspectives, and send a powerful message internally and externally. Diversity isn’t a ‘nice to have’ – it’s critical to building strong, future-facing businesses.
