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I have seen industry colleagues invest resources in planning in-person events, only to have to rejigger in the final hour. Another challenge was creating an event strategy against a backdrop of so much uncertainty. We document the positive feedback we receive from attendees and sales reps for internal use and marketing purposes.

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We usually see prospects who engaged in marketing campaigns were more likely to close, and close faster, than those who did not attend an event. Thus, attendees topped off a great culinary or cocktail experience with valuable learnings that could help their business. We know our attendees’ time is precious, so we encouraged them to involve their family and were sure to include enough food and/or drink to share. We also took pains to make the events as easy as possible to attend, for example, by mailing guests meal kits or drink kits with everything they needed to participate.

Making sure that myself and the greater team stay nimble and creative in our brainstorming sessions while also allowing space for repeating what’s been working was a fine balance that we continuously aimed for throughout the year. This is a fairly synonymous activity in the security industry, but adapting this for a developer audience and hosting it on our own for the first time was no small feat. A large part of that registration number was driven by this pre-conference activity called Capture the Flag. While we knew 10,000 people would be doubling our registration year over year, we were confident we could get there. It also pushed the collective team to practice what we preach so to speak in another one of our core values; Think Bigger.

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Building a proprietary virtual platform to support our events has continued to effectively drive and expand our education, training, customer and internal programs. This allowed us to create more effective and engaging virtual events from the start and maximize our budget. Our on-demand event content is now a powerful sales enablement tool for our sales team, who share session recordings with prospective customers, as well as existing ones who are considering adding on a new capability. In fact, I see us continuing with some of these virtual events even after we have resumed in-person ones. After the experience, we broke out into small groups, allowing people to network with peers and Cloudinary team members, who led discussions on relevant industry topics. Our hosted event series included about 8 virtual events across North America and EMEA markets.

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I measured attendance over time to determine which speakers and topics were of the most interest and which marketing platforms were most successful at promoting the event.2020 and 2021 were years of immense change and unpredictability for the event industry, due to COVID-19. I am proud that I was able to virtually deliver an engaging, inspiring conference when C-level attendees were used to networking in-person. We then spent a significant amount of time understanding the data both about who we need to target and why; as well as performance, demographic and engagement data from our 2019, 2020, and 2021 events. I led the complete reinvention of the SAP global events portfolio for both 2021 and in preparation for a return to in-person/hybrid models in 2022.We started with a complete understanding of our marketing and business priorities globally and within specific geographies. While we had the pleasure of working on some amazing client events, I’m proudest of our techsytalk GLOBAL event where we brought together 1,500 event professionals in an innovative virtual format with engaging round tables, case studies, hack sessions and more.2021 really gave us the opportunity to try new ways of engaging audiences before, during and after so we were able to extend the lifecycle of our events and really make an impact!

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I’m very proud of the team and all of their hard work in creating this event series, and for continuing to drive necessary leads for the sales organization.As noted above, these events were a huge cross-functional team effort spanning the entire marketing organization. This was extremely important during a time where live events (which we had relied on heavily) were no longer happening, and yet our goals had not been adjusted accordingly. I made the decision from the onset of the year to plan for virtual events, given our small team and resources. While these casinos offer freedom, players must understand the risks. There are various reasons why players might prefer casinos that operate outside the OASIS network.

• A large part of that registration number was driven by this pre-conference activity called Capture the Flag.
• We put these plans into play during the last week of February 2022, just a month before our early bird pricing break for Annual conference was scheduled to expire.
• We also recorded overwhelming repeat attendance (up to 60%).Uncertainty of whether an event would be live or transition to virtual.
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• The MarTech Summit SeriesAfter years of running virtual summits, cancellations, and postponements, we finally brought The MarTech Summit to locations we’ve been planning to for years.The number of attendees at the Summit and the on-site feedback that we received.Our biggest challenge was to move fast and adapt along the way.
• More on this later.Even though it cost me time (and still getting all marketing channels firing), I took a few weeks to gather a lot of data on these conferences (previous attendees, what prospects would look like pre- and post-COVID) and established my plans, 1P lists (previous conference attendees and behavioral-based SHRM prospects, 2P rented lists, and 3P Lookalike lists from list brokers mirroring our previous attendees and prospects).

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This conference ranked #9 on the 51 Best Future of Work Conferences list.This conference was incredibly successful, attracting high-level executives at Fortune 500 companies and earning much more in revenue than the in-person conference. Each event is designed to achieve specific objectives and performance against those is what we evaluate success upon.Ongoing impact of COVID restrictions against plans. While people are working from home more than ever (not a new thing for me), it seems the demands for productivity are only getting higher and higher and balance is very hard to find!

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A lot of us picked this line of work for the people that get to experience what has been created as well as the people we get to see onsite work their magic. The one virtual webinar that was spun up before I was on the team had decent attendance for the company size. I learned to be more creative and utilize annotations, polling, gift boxes, and UberEats vouchers to deliver unique events that ultimately generated sales.

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• In addition, the scope of the SKO program was executed across 16 global cities at the same time from both in-person and remote locations.
• We also took pains to make the events as easy as possible to attend, for example, by mailing guests meal kits or drink kits with everything they needed to participate.
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• While we had the pleasure of working on some amazing client events, I’m proudest of our techsytalk GLOBAL event where we brought together 1,500 event professionals in an innovative virtual format with engaging round tables, case studies, hack sessions and more.2021 really gave us the opportunity to try new ways of engaging audiences before, during and after so we were able to extend the lifecycle of our events and really make an impact!
• With such a tight community it is hard to pick sessions and remove others – but it’s looking at the program as a whole and making decisions accordingly.With Nonprofit Summit hitting over 17K in registrations and Education Summit hitting over 10K – these were Guinness Book of World Record numbers for these industries.

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Save my name, email, and website in this browser for the next time I comment. We put these plans into play during the last week of February 2022, just a month before our early bird pricing break for Annual conference was scheduled to expire. Goals for attendance were split around 70% virtual and 30% in-person due to lingering issues from the pandemic and the new variants (travel restrictions, mask and vaccine mandates, and work from home environments). SHRM Talent Conference & Expo, SHRM Annual Conference & Expo 2023, SHRM INCLUSION 2023I was asked to step into the Event Marketing Manager role in mid-January 2022 to try and turn the tide of low registrations. Increased cost due to supply-chain constraints and staff reductions in the service industry were some of the challenges that we faced in 2022. It was exciting to share with a new audience especially on such an international stage.2022 was an amazing year, as it was the first time attendance numbers rivaled pre-pandemic levels.

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Mary is a Content Writer at TheGamblest who began her journey in the iGaming industry in 2025. In his free time, he enjoys playing blackjack and reading science fiction. Isaac E. Payne is an experienced technical blogger, creative writer, and lead content manager at GamblingNerd.com.

We opted out of paying the 80K to actually have it published, but to me and our internal teams we knew it was big! With such a tight community it is hard to pick sessions and remove others – but it’s looking at the program as a whole and making decisions accordingly.With Nonprofit Summit hitting over 17K in registrations and Education Summit hitting over 10K – these were Guinness Book of World Record numbers for these industries. It’s a scary feeling – and I had to make some close calls even as I was about to board a plane to the event. For instance, I ran a biweekly event series with guest speakers ranging from the Chief People Officer at Zillow to the Global Diversity Officers at Google and American Express.

I led the planning and execution of i4cp’s 2021 Next Practices Now virtual conference, which was held annually at the Fairmont Scottsdale prior to the pandemic. Additionally we went through a significant marketing reorganisation in 2021 which impacted almost every team and the way we made decisions and worked with each other. We were able to triple our event revenue through sponsorships in 2021 and keep our attendees over the 1,500 mark, even in the midst of Zoom fatigue and Covid-craziness.I think it’s the constant evolution of our jobs while maintaining work/life balance. We also recorded overwhelming repeat attendance (up to 60%).Uncertainty of whether an event would be live or transition to virtual. With virtual having lower engagement and interest for attendees, it made it challenging to offer value add for companies. Aside from having to learn new platforms and engage virtual audiences (which we all know is VERY difficult), one of the biggest challenges for me was watching the impact of COVID on this industry that I’ve come to love over the last 20 years.

The aim is to prevent problem gambling and provide a safer gaming environment. OASIS (Online Abfrage Spielerstatus) is a government-mandated database in Germany designed to help players who want to limit or stop gambling. Casino ohne OASIS Sperre check sites offer a way for players to bypass national exclusion systems but come with significant risks. This can lead to decreased consumer protection, increased exposure to unregulated operators, and fewer responsible gambling measures. While operating legally under their licensing jurisdictions, casinos without OASIS Sperre checks lack oversight under German law. This system protects vulnerable players by barring their access to regulated gambling sites.

It’s hard the quantify the value of employee engagement and enablement but we know it was a contributing factor in achieving our company goals and employee retention during the Great Resignation.Our biggest challenge was the balance of the “in between”. Elastic’s Internal Events Program (Sales Kick-Off and ElastiClub)Our internal events were our first major foray back to in-person events following the pandemic. Sometimes it’s not easy to market an industry that you have no idea about but when you’re up to the challenges, you can learn a lot and push boundaries.