Welcome to the HopSkip Planner Spotlight Series, where we highlight event professionals making waves across the events industry to share lessons learned and raise awareness of their invaluable contributions.
Name: John Rubsamen
Company Name: Out & Equal
Job Title: Vice President, Events
Can you briefly tell us about your background in event planning and how you got started in the industry?
I have been in the business events industry for 25 years. I began my career at the administrative level of an association management company and fell in love with the interactions, partnerships, and engagement that the industry and our meetings provide at all levels of an event. It has given me the opportunity to work in multiple countries and for industries spanning from aviation, builders, and printers to medical, scientific, the arts, and currently in the field of workplace equity. My love of people and culture and the impact created at meetings truly drive my passion for our industry.
How do you go about selecting the perfect hotel or venue? What factors weigh most heavily in your decision?
Perfect is a tough thing to find when in the events industry. Each event and destination is unique so I think it is more a matter of knowing what are your absolute essential features, venue sizes, and experiences that are desired. For each event you are planning, the decision factors can change drastically. I would say the process starts with knowing your event, attendees, and the event’s objectives. What level of service/amenity/experience are your attendees looking for? Ensuring you have both the right amount of meeting space required and a room block that not just meets history but provides room for growth. Then, especially in the non-profit sector, does the venue fit your budget? To what extent are you able to incorporate the essential clauses that meet and protect the needs of the organization? I would say one of the biggest factors most associations consider right now is cost both to the organization and the attendee. You could find the perfect venue but if your room rates and overall costs exceed the means of your attendees and your budget, you run the risk of attendance decline and that translates to revenue decline. It can be disastrous if you get that wrong at the hotel/venue selection phase.
What does the initial planning phase of securing a venue look like for you? Could you walk us through your initial steps?
Absolutely! Gather history, evaluate your trends, and provide as much information about needs, the group, and contract terms as possible for your RFP. Tracking as much history as possible of your event is critical and the most challenging to decipher post-pandemic. Planners are just starting to get valid trends on attendee behaviors and event performance now that events are truly back in full force. We have had to rewrite history per se since most events only have about 2 years of current post-pandemic history. If it matches pre-pandemic, it is helpful, but if not, you need to rely on a brief period of history that continues to evolve. I try to analyze that data as much as possible for valid trends so that RFPs are designed for when the event will actualize, not for the current performance. Yes, that is a crystal ball for sure, but weighing trends and growth for unknown factors can be a lifesaver. I tend to be conservative on growth but know if the destination/venue has room to grow beyond what you are booking. Finally, when it comes time to send the RFP, share as much as you can about your group, its performance, and your needs. This comes in most handy once you have selected and begun negotiations, but you need to start by providing history before it is needed.
What common financial challenges often arise when organizing an event, what strategies do you use to mitigate them, and how do you avoid them?
Inflation and balancing attendee expense threshold, organization event budgets, and trying to maintain profit margin as prices continue to soar. My main strategy is to look longer term, building partnerships with vendors to build buying power and negotiation strengths in order to keep costs in line as much as we possibly can. One of the biggest items to be careful with in terms of expenses is exclusive in-house vendors at venues. Always insist on a competitive bidding process for any vendor required to execute your meeting. If there is an all-or-nothing exclusive in stand-alone hotels and venues, that is a big red flag for me and can have major budgetary implications. Ensure you understand the exclusives of each venue and negotiate the terms aggressively. Some items, like Rigging and other services that impact the structure of a facility, will always be exclusive, but if every possible item is exclusive, you really need to ensure you are ready for the lack of competitive pricing.
How do you leverage technology to boost efficiency during the planning, execution, and post-event stages? What does your “event tech stack” look like? (For example, using Survey Monkey for surveying attendees post-event)
There are some amazing tools for planners these days that can really save time, money, and stress at all phases of events. My "Tech toolbox" is always broadening, and what is used may change from event to event, depending on what is needed. My top tools include diagraming/floor planning software. With so many ways that Event Specifications are created, these tools can ensure you are all on the same page or "Same room," as it were, especially for international events. Languages can be tough to navigate, but a visual depiction of a meeting room layout is the international language of event planning. Look for great reporting and data collection tools. We are also experimenting with chatbots to enable faster answers to the top FAQs for events. This can save tons of staff hours answering e-mails and phone calls from attendees. Finding the right tech for your events is much like searching for a venue. There are a ton of them, and each has a unique capability. You don't want to buy a full suite of products when all you need is one feature, so as you build your tech, know what you need and what is being offered. It is an amazing time to be in our industry at the speed of tech. Do not be scared; it really can be incredible to see what tech can do for us today.
Do you use frameworks, templates, or other tools/documents to help you stay organized and manage the event planning process?
100%! (Caveat: Make sure your framework is flexible for innovation!) We use project management software and tools that enable cross-team collaboration and design. It helps keep us on track and has the ability to spot warning signs if tasks are delayed or running off track. The key to success is full team integration and collaboration/buy-in. Your project management is only as good as the information updated within it. I recommend assigning a project manager to oversee this coordination if you work on larger multi-purpose teams. This helps keep the accountability more neutral and focus on accomplishing tasks rather than creating friction/conflict.
Do you have any specific strategies or insights for enhancing the attendee experience at your events?
The key strategy for the attendee experience is to keep it unique, fun, and uncomplicated. One of the biggest mistakes we can make in designing the attendee experience is overthinking and overcomplicating the design of the experience. Keeping schedules, networking, and social events simple is often the best route to positive engagement. Customization should be provided, but too many options can frustrate attendees. When at the event, watch and listen to attendees as they move about to get real-time feedback and take notes for the future.
Effective communication is crucial in any planning process. How do you ensure you and your event stakeholders are always on the same page?
Make sure you have a timeline and project management process. Regular cross-department meetings, always have an agenda, listen, take notes, and summarize in writing.
How do you facilitate networking opportunities among attendees? Are there any specific tactics or strategies that you recommend?
This returns to the critical aspect of knowing your attendees. Are they social, or do they prefer standard education formats? Attendees in tech fields or science and medicine tend to like structured networking and engagement, so consider open or topic-centered round tables facilitated by an expert to promote the networking social aspect and provide peer-to-peer learning.
Social impact or sales-oriented industries tend to have attendees who are more eager to interact without facilitation, so networking can happen more organically if you provide them with an open canvas of a room to just gather and talk. If you want to have more structure to break away from comfortable friend circles, consider concepts like brain dates that pair you with other experts in the topic area that attendees may not know.
What's your go-to plan for handling emergencies or unexpected situations during an event?
There are many ways to create emergency plans and templates. My rule of thumb is to cover best practices, engage with venues, and mirror the plans and procedures they have. Educate your staff on what to do in the most common emergency situations, have a solid comms plan, and remember that no two emergencies are exactly alike. Expect the unexpected. Be safe, use common sense, and get as many people out of harm’s way as safely as possible. As they say on airplanes, don your oxygen mask before helping others. You cannot help others if you are compromised. Always know where the nearest exit is, and 911 or an international equivalent is the best way to get an emergency response as quickly as possible.
Can you share an example of a significant challenge you faced while planning an event conference and how you overcame it?
On September 11th, 2001, I was managing a meeting in Memphis, TN. It was the last day of the show, and as we got sessions started, the tragic events of that day began to unfold. With a third of our attendees coming from New York, word was spreading fast. I gathered as much information as possible, met with the hotel, and reached out to our home office in DC before phone lines got too busy to reach people in the Northeast. Knowing that all air traffic was stopped, not knowing what and if more attacks would happen, I had the hotel extend everyone’s hotel reservations, set up a hospitality suite, and got up on the stage for the Closing session to provide the latest facts we know about the situation, and the actions we took to ensure all had secure lodging, and places to gather and be comforted together if needed. I remained onsite for days as we worked to find rental cars, buses, and anyways to get everyone on their way home safely. I would not leave until I knew every attendee was on their way home. Situations like this kick on the adrenaline, and you focus on all the scenarios, and ensuring the people in your care are taken care of as best as possible by using all the resources and partnerships you can.
What are the typical steps you take in the post-event phase?
Step one: Acknowledge and thank your teams and attendees and celebrate the wins! Gather as much feedback in as many ways as possible for analysis. Pay the bills! Report on as many metrics as possible and make sure they are part of your history for trends and future bookings. Integrate all of this into the planning for the next event, take a break or breathe when you can, and start the next cycle!
What key performance indicators (KPIs) do you use to evaluate the success of an event?
KPI should be established based on the needs and intent of each meeting. While budget performance is usually at the top of mind, not all meetings are designed for revenue, but they still need to perform as intended financially. Measuring attendee and stakeholder satisfaction with the event and if it met the intended ROI. Did the experience meet expectations? If established KPIs are not met, I always like to evaluate the way they are managed. Was it internal or external variables? Did we mitigate or adapt to the circumstances as best as possible? Did the team learn so it can grow? Sometimes, missed KPIs do not mean it was not a successful event, so keep an eye on the big picture to know what the unintended successes might have been and how to retool for future success.
What advice would you offer someone just starting their career in the meetings and events industry?
Meet as many people in the industry as you can. Build authentic partnerships, and learn from EVERYTHING and all Experiences, good and bad. Do not be afraid to talk on the phone and meet in person. Our industry is built on bringing people together, and doing business with people in person is the most rewarding part of our jobs. Use and know all the technology, but your greatest asset will always be people. OH, and do not forget to HAVE FUN! It helps get the job done!
This post is part of the HopSkip Planner Spotlight Series, where HopSkip spotlights planners across the industry to bring awareness of how important the meetings/events community is to our world.