Events strategy in a demand generation world

Introduction

Events are one of the biggest line items in a marketing budget, and one of the easiest to waste said budget doing. Buy a booth, hand out some swag, host a dinner…and well, hope it all works out. Events can be high cost, result in little pipeline, and can be hard to prove impact, if done wrong.

We try to treat events as integrated campaigns. Whether it’s a major industry conference, a VIP dinner, or a speaking slot, every event is planned with pre-, during-, and post-activation built in. 

Every touchpoint connects back to demand generation. And every event is measured against the same outcome: pipeline.

This approach turns events from cost centres into growth levers. Instead of being one-and-done, they accelerate deals in-flight, create new opportunities, and deepen relationships with the exact people we want to reach.

In this lesson, you’ll learn how we structure events to deliver real demand impact - from cost-effective ticket plays to big-budget sponsorships, from executive dinners to speaking opportunities. 

You’ll see how we orchestrate before, during, and after the event to maximise ROI, and how we measure success in pipeline, not just scanned badges.

Lesson 1: Event planning 

Why this matters

A poorly planned event quickly becomes a cost centre: a booth with no footfall, a dinner that doesn’t move deals, or a speaking slot that fails to land with your ICP.

The difference between failure and impact comes down to planning. When events are treated as standalone activities, they lack coordination: tickets handed out without outreach, booths designed without follow-up plans, dinners hosted without a clear strategy for who should be in the room. 

But when you plan them as integrated campaigns, every detail, from invite lists to pre-event comms to post-event nurture, is mapped against pipeline goals. Each format complements the others, amplifying reach and creating a joined-up buyer experience before, during, and after the event.

The role of trade-offs

Before we start this lesson, there’s one important thing to state. Not every event deserves your budget. 

Events are expensive. Not just the sponsorship fees or booth build, but the hidden costs of travel, time out of the office, creative production, and the sales resource you’ll deploy around it. That means every decision comes with a trade-off.

Big shows are tempting. They promise visibility, press, and the chance to be seen alongside industry leaders. But if your ICP is thin on the ground, or your presence is too small to stand out among global giants, the cost-to-impact ratio quickly collapses. You’ll spend a lot, but struggle to prove pipeline impact.

By contrast, a smaller, niche event can be gold. Even with a modest headcount, if 50% of the room matches your ICP and you have space to build real conversations, the ROI can eclipse that of a flagship show.

One of the most strategic parts of event planning isn’t just having the discipline to say no. It’s having a clear, criteria-based framework for deciding which events deserve a “yes.”

Not every opportunity is the right one, even if the brand exposure looks tempting or competitors are attending.

The strongest event strategies are built on selection, not reaction - choosing fewer, better-aligned events where you can go deep with your ICP rather than spreading budget thin and hoping for the best.

Linking formats to funnel stage

Not all events do the same job. Treating them interchangeably is one of the biggest mistakes teams make as you end up overspending on brand awareness when what you really need is deal acceleration, or hosting high-end dinners without a strategy for who should be in the room.

By mapping formats to the buyer journey, you make sure every event has a clear role in your demand strategy:

Tickets + activation

These are your entry-level plays. They’re cost-effective, light-touch, and perfect for engaging net-new accounts or progressing existing opportunities. 

With the right pre- and post-event activation, tickets help reps unlock new net opportunities within target accounts or move in-flight deals forward by getting face time with the people who can influence the deal. They build brand familiarity, spark meaningful conversations, and uncover early-stage demand.

Think of them as your top-of-funnel engine with mid-funnel potential - small investments that can turn into big relationship wins.

Sponsored conferences

Sponsorships are a bigger investment, so they need to do more than just “show up.” We use them to create mid-funnel pipeline - generating new opportunities from ICP accounts, progressing in-flight deals, and establishing presence in markets where we want visibility.

Our emphasis isn’t on the volume of leads scanned by SDRs, but on the quality of conversations sparked. In line with our demand generation approach, sponsored conferences are about driving pipeline quality, not vanity metrics, using brand presence to open meaningful doors, not fill spreadsheets.

The sponsorship buys credibility, but the real impact comes from how you activate sales before, during, and after the event, turning awareness into intent and intent into opportunity.

Executive/VIP dinners

These are late-stage accelerators, often run as an extension of ABM programs. By curating the right mix of decision-makers and influencers from target accounts, you create space for high-value conversations that unblock stalled opportunities or push deals across the line.

What works best is integrating dinners with your broader event strategy - using ticket and activation plays at conferences to identify key decision-makers, then inviting them to an exclusive dinner. This approach lets you capitalise on event footfall, turning surface-level engagement into deeper, one-to-one relationship building.

They’re also powerful for strengthening relationships with champions and exec sponsors. One great dinner can do more for pipeline velocity than a thousand badge scans.

Speaker opportunities

While speaking slots can happen at any stage, they primarily drive brand authority and category leadership. 

When your team is seen as thought leaders, you shape buyer perception, influence the narrative, and stay top of mind for when prospects are in-market. They also create “dark social” ripples, with attendees posting about your content and amplifying your reach.

Online events

Online events also play a key role across the funnel. For us at Cognism, top-of-funnel formats like Cold Calling Live and Marketing Dilemmas Live help expand reach and build brand affinity - bringing new audiences into our ecosystem through education and entertainment.

Mid-funnel sessions, like our Cheat Codes series, go deeper on the Cognism use case, using data, playbooks, and practical frameworks to nurture existing prospects and accelerate active deals.

By balancing live experiences with online shows, you can drive both awareness and conversion - meeting buyers where they are in their journey.

How to approach planning - Split by event type

We start every event plan by mapping the format to business priorities. A sponsored conference isn’t the same as a VIP dinner, and both differ from sending reps with tickets and a clear activation plan. Each format serves a purpose:

• Tickets + activation: cost-effective way to get in front of new accounts.
• Sponsored conferences: bigger investment, designed for predictable pipeline and market presence.
• Executive/VIP dinners: curated experiences to accelerate deals and open doors with senior decision-makers.
• Speaker opportunities: building credibility and brand recall by showing up as thought leaders.

Selecting the right format depends on ICP alignment, cost-to-impact ratio, and whether the event gives us the visibility to actually be noticed. 

Planning means treating events as campaigns in their own right. Before a single ticket is bought or booth is designed, we ask:

• Does this event attract our ICP in the right segment and region?
• What’s the most effective format to reach them - big stage visibility, intimate dinner, or targeted activation?
• How will sales and marketing coordinate outreach, follow-up, and measurement?

With those answers, we can map invite lists, pre-event communications, and post-event nurture directly to pipeline goals. That’s what turns events from random acts of marketing into structured demand plays.

Budget allocation frameworks

At Cognism, we treat event budgets the same way we treat our paid media or content spend - as portfolio investments, not one-offs.

Not every pound delivers the same return. A big trade show may generate reach and visibility, while a small dinner might directly accelerate open opportunities. That’s why we balance our event mix across impact types rather than formats alone.

A typical quarterly allocation might look like this:

• 50% goes to major conferences and sponsorships. These are our “big splash” moments. They’re high-cost, but when executed well, they cement brand authority and drive mid-funnel momentum.
• 30% then to ticket activations and smaller events. Low-cost, high-agility plays designed to uncover new opportunities and keep us present in key regions. We use these to test new markets or amplify campaigns that need quick reach.
• 20% to executive/VIP dinners. Targeted investments to deepen relationships and accelerate deals. These are our precision tools - small audience, big impact.

The mix shifts depending on company priorities and where we are in the fiscal year.
For example, if our goal is awareness and market entry, we’ll bias spend towards sponsorships.
If our goal is pipeline acceleration in named accounts, we’ll double down on executive experiences and invite-only dinners.

What never changes is the balance - every event decision considers how much is being spent on reach versus relationship. The best event strategies don’t just invest in being seen; they invest in being remembered.

Integration with other campaigns

Events should never live in isolation. They work best when they’re designed as the centrepiece of an integrated campaign, not an afterthought.

Every event we run plugs directly into a larger motion:

• A conference sponsorship might align with a product launch or new campaign theme.
• A VIP dinner can act as the closing moment of an ABM program, bringing target accounts together for high-value, in-person conversations.
• A webinar or speaking slot might coincide with the release of a new playbook, using the event as both a demand driver and a distribution opportunity.

This integration ensures consistency across channels: The same creative themes, messaging, and calls-to-action appear in social ads, SDR outreach, landing pages, and event materials.

By treating every event as a campaign hub, we ensure each activation drives multiple outcomes - not just attendance, but content creation, social amplification, and pipeline influence.

That’s also what helps make event ROI measurable. When every touchpoint connects back to an overarching campaign, we can clearly attribute influence and impact.

Risk mitigation

We build risk mitigation directly into the event planning process.

Pre-event outreach:

We never rely solely on event organisers for traffic. Sales and marketing work together to drive attendance using:

• Direct invites and personal outreach to ICP accounts
• LinkedIn and email warm-up sequences
• Ads targeted at confirmed event attendees or company lists

This increases our chances of getting our ICP to this event, and works to improve brand recognition before the in person interaction.

Meet and greet lists:

For every event, we create a joint “meet & greet” list - key accounts and individuals that reps should prioritise connecting with. We brief sales teams in advance, arming them with talking points, product updates, and relevant content to share.

Sales enablement:

Every rep attending receives a short enablement deck:

• Event goals and messaging pillars
• Pre-approved follow-up templates
• Suggested value-led conversation starters
• Real-time updates on meeting attendance and next steps

Post-event follow-up guardrails:

Marketing and sales have a 24-hour follow-up SLA post-event. That means personalised outreach, contextual messaging, and instant routing of hot accounts back into CRM workflows.

These small details prevent the biggest pitfalls. They ensure every event we attend delivers predictable outcomes, even if attendance fluctuates or circumstances change.

Because in events - just like in demand gen - the best ROI doesn’t come from luck. It comes from process, preparation, and precision.

Course homework

Please choose at least one of the following activities:

1. Event Trade-Off Tracker

Pick two real events within your industry or sector. List 3 pros and 3 cons for each (ICP fit, visibility, cost, pipeline potential). End with a verdict: Which one wins the budget — and why?

2. Map the Funnel Fit

Match each event format to a funnel stage and objective:

• Tickets + activation
• Sponsored conference
• VIP dinner
• Speaker opportunity
• Online event

Add one sentence explaining what kind of pipeline each should drive.

3. Mini Budget Portfolio

Imagine you have a £50K quarterly events budget. Allocate it across 3 event types (big show, regional activation, VIP dinner) and justify your split in 3 lines.

Lesson 2: Our Event Process

Why this matters

Even the best event ideas can fall flat without process. You can have the perfect audience, message, and budget, but without coordination between marketing, RevOps, and sales, you’ll lose momentum and struggle to show impact.

A strong process ensures consistency. Every event, whether a small dinner or a major trade show, runs through the same rhythm: research, alignment, activation, measurement, and feedback.

It’s how we make sure events don’t just happen, but actually perform.

Step 1: Assess ICP-fit 

Every event begins with a simple question: Does this event attract our ICP - GTM teams in mid-market and enterprise SaaS or IT accounts?

This is the first and most important filter. If the audience isn’t right, it doesn’t matter how impressive the venue, brand names, or sponsorship packages look - it’s an automatic “no.”

Here’s how we assess fit:

• Audience composition:
  Marketing and RevOps review the organiser’s attendee data (where available) or previous year’s lists to confirm the proportion of ICP accounts and relevant job functions (Sales, Marketing, RevOps, Enablement).
• Company size and industry mix:
  We check that the event attracts the right balance of mid-market and enterprise companies within our target verticals (SaaS, IT, and technology services).
• Seniority levels:
  The goal isn’t just volume, it’s influence. We look for events where decision-makers and budget owners are likely to attend, not just practitioners.
• Regional coverage:
  RevOps validates that the event aligns with our current GTM focus regions - for example, expansion markets in EMEA or areas of pipeline concentration.
• Intent and community overlap:
  If the audience aligns with known communities, buying committees, or high-intent clusters we’re already targeting through campaigns, the event moves higher on the shortlist.

Once this analysis is complete, the findings are shared in the event briefing document, summarising:

• % of audience that matches ICP
• Regional focus
• Expected attendance from target companies
• Known partners or accounts already attending

Only when the ICP-fit is confirmed do we move to Step 2 - evaluating cost vs. impact.

This ensures that every event starts from strategic alignment, not brand appeal.

Step 2: Cost vs Impact

Once we’ve confirmed the event attracts the right audience, the next filter is cost versus potential impact.

Every event must justify its spend, not just through attendance numbers, but through the commercial return it can realistically drive. 

The key question: Will we stand out enough to make an impact, or will we get lost at a big event with a small booth?

How we assess it

Marketing, RevOps, and Finance work together to model the expected ROI, combining both quantitative and qualitative data:

1. Historical performance metrics

RevOps analyses data from previous years (or comparable events) to calculate:

• Pipeline influenced: total value of opportunities created or accelerated by event-sourced leads.
• Cost per opportunity (CPO): total investment divided by influenced opportunities.
• Attendee-to-opportunity conversion rate: the percentage of event interactions that progressed into meaningful pipeline.
• Meeting-to-deal ratio: how many meetings it took to generate one qualified opportunity.

2. Commercial visibility

Marketing evaluates brand presence vs. cost - comparing investment level to potential visibility and buyer experience. For example:

• Will we have a booth position or sponsorship level that ensures traffic and visibility?
• Are speaking slots or co-marketing opportunities available to boost exposure?
• Does the event offer partner amplification, media coverage, or access to VIP networking sessions?

If the answer to most of these is “no,” and our presence would be too small to create real impact, it’s often better to reallocate the budget to smaller, high-quality activations or field events.

3. Audience and pipeline overlap

RevOps overlays attendee data with CRM and pipeline reports to determine:

• How many open opportunities or target accounts will be present.
• How much potential pipeline is tied to those companies.
• Whether the event aligns with regions or segments currently underperforming (where activation could boost performance).

4. Total cost of ownership

Finance ensures we factor in all costs - travel, shipping, stand design, merchandise, post-event follow-up - not just the sponsorship fee. This gives a more accurate cost per meeting and total event ROI forecast.

Decision criteria

An event passes this step if it meets the following thresholds:

• The expected ROI aligns with or exceeds our average event performance benchmark.
• We can achieve meaningful visibility relative to our spend.
• There is clear overlap between attendees and our ICP/pipeline.

If not, we deprioritise the event and focus budget on smaller plays where we can make a measurable impact, such as VIP dinners, regional activations, or targeted sponsorships with higher share of voice.

Step 3: Pre-event enablement

Once you’ve landed on the events you’re going ahead with, pre-event enablement becomes half the job. It’s where most of the ROI is earned, not at the booth or during the dinner, but in the weeks leading up to the event.

Pre-event enablement is about making sure every rep, every system, and every outreach motion is primed before day one.

Alignment on operations and campaigns

Before any outreach begins, RevOps and Marketing align on the operational setup:

• Campaign structure and tracking: Create the campaign in HubSpot/Salesforce, with the right UTMs, routing logic, and forms for registrations, leads, or dinner RSVPs.
• Sequences and follow-up routing: Define which nurture flows or cadences event leads will enter, and how SDRs should handle booked meetings versus casual booth conversations.
• Sales enablement materials: Prep talk tracks, event positioning slides, and follow-up templates,  so every rep can move fast once conversations begin.

This foundation ensures consistent data capture and clear measurement once the event goes live.

Alignment with sales leadership

Sales leadership alignment happens early, typically 4–6 weeks before the event.
Together, marketing and sales define:

• Rep incentives: For larger conferences, we run competitions for SDRs and AEs (e.g. “Most qualified opportunities sourced at the event”). Incentives create accountability and energy on-site.
• Coverage strategy: Which reps are attending and in what capacity (booth vs field vs dinner hosts).
• Messaging priorities: What campaigns or product stories should reps be driving in their conversations.

This ensures every rep attending understands both why they’re there and how success will be measured.

Meet and greet lists

Proactive outreach is what separates great events from average ones.

For conferences:

• Marketing and RevOps curate meet and greet lists from attendee data, CRM, and intent signals.
• Reps are briefed on the high-value accounts they should prioritise for outreach and in-person introductions.
• Outreach sequences (email → LinkedIn DM → call follow-up) are built to warm up conversations before the event.

For dinners or VIP events:

• We build tiered invite lists - High Priority (ICP, open opps, or intent accounts) and Mid Priority (broader awareness).
• Personalised invites are sent from named senders with follow-up DMs, mirroring an ABM motion.
• Marketing tracks responses and triggers reminders as seats fill.

This system ensures every touchpoint feels deliberate and personalised.

Building schedules and playbooks

Each event type requires its own rhythm:

For conferences:

• A detailed booth schedule is created, splitting attendance roughly 40% booth duty and 60% field “hunting.”
• “Hunters” are briefed on target accounts, competitor booths, and sessions their ICPs might attend.
• Each rep has a calendar of where and when key contacts or target companies will be on site.

For dinners:

• Attendee profiles and company summaries are distributed to hosts.
• Headshots and bios of both guests and Cognism attendees are included so introductions feel natural.
• Talking points and use-case examples are shared in advance to help reps enter conversations with context.

For virtual events:

• Outreach focuses on email sends to known lists and organic promotion via SMEs and execs on LinkedIn.

By the time the event begins, every rep should already know:

• Who they’re meeting
• What to say
• How success will be measured

Pre-event enablement turns events from calendar dates into pipeline opportunities waiting to be activated.

Step 4: During-event activation

While it’s tempting to focus on being everywhere - flashy stands, swag drops, big crowds - real impact comes from being intentional.

At Cognism, we treat event execution as a precision exercise, not a visibility one.
Everyone attending knows their role, every conversation is planned, and every activation ladders back to pipeline.

Define presence with purpose

The goal isn’t to be the loudest brand in the room - it’s to be the one that creates meaningful engagement with the right people.

Every event has moving parts - from on-the-ground logistics to brand storytelling and it’s easy for responsibilities to blur.
That’s why we define clear lanes for every function involved:

Sales:

• Each rep knows which accounts they’re responsible for, who’s attending, and what the follow-up cadence looks like.
• Sales also use downtime between meetings to network intentionally with potential ICPs and partners.

Marketing:

• Owns the brand experience and content capture across the event.
• Ensures booth visuals, messaging, and giveaways align with the campaign strategy, not just aesthetics.

RevOps / Marketing Ops:

• Acts as the data guardian on-site and behind the scenes.
• Ensures every lead or conversation finds its way into the right nurture or follow-up sequence.

Leadership / Subject Matter Experts (SMEs):

• Serve as thought leadership anchors throughout the event.
• They might join panels, participate in partner sessions, or host private roundtables - all designed to strengthen brand authority and create executive-level connections.
• Their presence signals credibility and creates moments that attendees remember (and talk about on LinkedIn afterwards).

By splitting ownership this way, we avoid overlap, confusion, or dropped balls. Each function has a defined role, clear KPIs, and measurable outcomes - all tied to the same North Star: pipeline.

Own your moments, don’t just attend them

Presence isn’t about volume - it’s about memorability. We aim to own one or two high-impact moments rather than scatter attention across dozens of small ones. That could mean:

• Delivering a standout talk that sets the tone for the conference.
• Hosting a private side session for high-value accounts.
• Creating a memorable brand activation that people post about and share.

For example:

• We had branded padi cabs positioned at a conference to help people get from A to B, with our Sales Companion +1 messaging.
• At B2BExpo we had a self-serve sweet stand
• At OpsStars we had a ping pong table and happy hour. 
• We also aligned B2BExpo with Alice's latest CMO diary launch as it was a marketing event where we had alice do a free book signing to launch the new diary.

The key is: whatever we do must create meaningful engagement - something that sparks conversation and positions Cognism as the brand worth remembering once the event ends.

Step 5: Post-event nurture

When all the hard work of planning, travel, and execution is done, energy starts to fade. But this is where ROI is made or lost. The two to three weeks post-event are the most critical window to turn conversations into real pipeline.

Follow-up within 24 hours.

Speed matters. Every contact receives a relevant, personalised follow-up - not a generic “great to meet you.” Reps reference the actual conversation (“You mentioned scaling SDR outreach in EMEA…”), attach value-driven resources like playbooks or case studies, and include a clear next step (book a deeper demo, intro to an AE, join an upcoming webinar).

This immediacy helps keep momentum high while the conversation is still fresh.

Segment and score intelligently

All leads are not equal. We segment by ICP fit, buying stage, and engagement intent.

• High-fit ICPs enter a tailored nurture sequence mapped to their funnel stage (awareness, evaluation, or reactivation).
• Non-ICP but high-intent contacts are flagged for long-term awareness nurture, often handled via automated campaigns.
• Event partners or influencers are looped into brand advocacy or co-marketing follow-ups.

This segmentation ensures each touchpoint feels relevant and keeps sales focused on the right leads.

Sales and marketing sync within 48 hours

We hold a short cross-functional debrief between sales, marketing, and RevOps to review:

• Meetings booked and completed
• New opportunities created
• Deals accelerated or reactivated
• Content and anecdotes from key conversations
  This ensures attribution is accurate, learnings are captured, and no warm lead slips through the cracks.

Amplify the content

Events generate gold - if you use it. We repurpose everything captured onsite:

• Short clips for social
• Expert soundbites for thought leadership posts
• Photos and interviews for recap blogs
• Testimonials or quotes for future campaigns

One well-executed event can power weeks (or months) of high-performing content across multiple channels.

Measure, learn, and loop it back

Every event gets a post-mortem: what worked, what didn’t, what ROI we achieved. We measure influence across pipeline, not just direct attribution - tracking acceleration, reactivation, and deal quality.

Those insights feed back into our next planning cycle, improving precision and performance over time.

Course homework

Choose at least one of the following activities:

1. ICP fit fast check

Pick one event you’ve run (or plan to). Quickly score it 1–5 for: audience match, region relevance, seniority level, and community overlap. In one line: would you attend again?

2. Pre-event readiness checklist

Write 5 things you’d do in the 4–6 weeks before an event to make sure sales, marketing, and RevOps are fully aligned.
Include at least one operational (e.g., UTMs/tracking) and one human (e.g., rep incentives) action.

3. Define your “ownable moment”

Describe one creative activation idea (talk, dinner, or giveaway) that would make your brand memorable - something people would post about on LinkedIn. Explain how it ties to your campaign message.

Lesson 3: Measure conversations, not crowd size

Why this lesson matters

It’s easy to mistake activity for impact. A crowded booth might look impressive. A long list of badge scans might feel like success. But neither tells you if you actually moved pipeline.

That’s why we prefer to measure meaningful activity. Our approach focuses on quality over quantity, ensuring every data point ties back to revenue influence.

We’ve built our post-event reporting around four core metrics that give a true reflection of demand impact:

Leading indicators

We track:

• Conversations with ICPs: Logged in HubSpot or Salesforce as net-new, pipeline acceleration, or closed-lost reactivation.
• MQLs and Opportunities generated: These are our primary early indicators of success. They tell us whether the event created meaningful commercial momentum - not just contacts or badge scans.
• Meetings booked and completed: Logged with context (e.g. “demo booked,” “renewal discussion,” “intro with champion”) so we can understand deal stage impact and follow-up potential.

RevOps audits CRM hygiene post-event to ensure all conversations, notes, and meeting outcomes are accurately captured and owned.

Attribution and pipeline impact

Next, we analyse both last-touch and first-touch attribution to build a complete picture of impact:

• Last-touch attribution:
  How much pipeline and revenue did we generate directly from the MQLs created at the event? This gives us a clear, immediate ROI measure, the direct deals influenced or created from event-driven leads.
• First-touch attribution:
  Did we meet someone at the event who didn’t convert straight away, but resurfaced months later as an opportunity? These are long-tail conversions that wouldn’t have happened without the event. RevOps tracks these by tagging event-originated leads and monitoring reactivations over time.

By combining both models, we understand not just short-term wins but also event-driven pipeline creation over time.

Post-event performance signals

Finally, we measure indirect impact - the ripple effect events create beyond direct conversations.

We monitor:

• Website traffic uplift: In the 2–4 weeks following an event, we look for regional spikes in traffic from the market where the event took place.
• MQL generation by region: Even if we didn’t scan a badge or speak directly, prospects might have seen our booth, attended our talk, or recognised the brand, these “untracked exposures” often surface later as inbound demand.

By correlating post-event MQL growth with regional presence, we can quantify the broader awareness and demand impact that most teams overlook.

It changes the post-event conversation from “We had 800 scans” to: “We had 47 meaningful conversations with ICPs, 19 of which converted into opportunities - contributing £250k in influenced pipeline.”

That’s a narrative the CMO and CRO can both get behind. Because ultimately, ten deep conversations with high-fit buyers will always outperform a thousand unqualified interactions.

Course homework

Please pick one or more of the following activities:

1. Meaningful metrics swap

List 3 metrics most teams over-index on (e.g., booth scans, impressions) and 3 you’d track instead (e.g., opps influenced, meetings completed, post-event uplift).

2. Follow-Up in 24 Challenge

Draft a 3-line post-event message you’d send to a high-fit lead within 24 hours of meeting them.
It should reference the conversation, add value, and include a next step.

3. Event Impact Snapshot

Choose one recent event. Estimate:

• meaningful ICP conversations
• opportunities created
• Regional MQL or traffic uplift (if known)

Summarise your event’s ROI story in one sentence: “We turned X conversations into Y pipeline because…”