ES. As COO of UFI, what kind of leadership mindset do you believe is required today to navigate uncertainty while still driving global industry growth?
Adeline Vancauwelaert. Resilience and adaptability are now core leadership requirements, not optional qualities. Leaders need to be comfortable with volatility as the operating norm and skilled at scenario planning rather than single-path forecasting. The ability to pivot quickly while maintaining strategic direction matters more than ever.
Collaboration is equally critical. No single organisation can manage these challenges alone. The strongest leaders are those building partnerships across the ecosystem, working with venues, service providers, destinations, and policymakers to create stability and shared solutions. This extends to how we engage with local communities and stakeholders to strengthen the entire event environment.
Finally, leaders need to maintain focus on what makes our industry irreplaceable: human connection and trust built through face-to-face interaction. Technology and data help us operate more efficiently and demonstrate value, but people remain at the centre of everything we do.
Keeping that human element strong while navigating commercial and geopolitical complexity is what separates organisations that thrive from those that simply survive.
ES. Have you observed any long-term changes in how exhibitors and visitors prioritise international participation after recent global disruptions and geopolitical instability?
Adeline Vancauwelaert. People are being more selective. The instinct to attend everything has been replaced by more careful evaluation of which events truly matter for their business. Exhibitors want meaningful engagement and measurable outcomes, not just presence. Visitors expect experiences that justify their time and travel, particularly when budgets are tight and internal approvals require stronger justification.
Geopolitical instability also affects confidence. When tensions rise or situations feel uncertain, people hesitate. We have seen this impact participation patterns, with organisations taking longer to commit or choosing events in regions they perceive as more stable. Trust in the event, the destination, and the broader environment all factor into these decisions now in ways they perhaps did not before.
ES. Beyond attendance, how are geopolitical tensions affecting the behind-the-scenes ecosystem, logistics, stand production, sponsorship flows, and vendor ecosystems?
Adeline Vancauwelaert. Supply chain fragility affects everything from stand construction materials to freight logistics. What used to be straightforward has become more complex and more expensive. Vendors are managing longer lead times, unpredictable costs, and the need for backup plans when standard routes or suppliers become unavailable. Sponsorship flows are also shifting. Companies are more cautious about where they invest, and which markets they associate with publicly. Some regions that previously attracted strong sponsor interest are now more difficult, not because the events are less valuable but because the geopolitical environment creates hesitation at corporate level.
The vendor ecosystem is adapting by building greater flexibility and resilience into operations. Those succeeding are the ones collaborating more closely with organisers and venues, sharing risk, and developing contingency approaches that allow events to proceed even when conditions change suddenly.
