There is an undercurrent of fear in the meetings and events world – rarely verbalised, even behind closed doors – of robustly measuring the performance of our events. A fear of collecting data that might put a spotlight on the flaws we didn’t even know existed.

We’re scared that these insights might make our function more vulnerable to business criticism – or that knowing what’s not working is worse than knowing nothing at all.

But in a world where corporate events teams are being cut and senior event leaders are facing redundancy, now is the time to combat those fears to leverage event performance data properly. How can we turn our insights from being the monster under the bed to a tool that secures the future of corporate event programmes?