ES. Looking back at your early professional years, what experiences most decisively shaped your leadership philosophy in the meetings and conferences industry?
Naveen Rizvi. My initial years in the industry shaped me by putting me into high-pressure, large-scale events very early in my career. I learned quickly that leadership in this business is not about authority, but about planning ahead, staying calm under pressure, and taking responsibility when it matters most. Working closely with experienced mentors taught me the value of discipline and structure, but also the need to stay flexible. Events involve many stakeholders, and a leader’s role is to quietly align people, manage expectations, and keep the focus on delivery.
My academic work in conference management also helped me think long term. It pushed me to look beyond execution and focus on building strong systems and consistent standards. Above all, those years taught me that events succeed when teams feel supported and prepared. That belief has stayed with me throughout my journey: lead with clarity, stay hands-on when it matters, and always think a few steps ahead.
ES. ICE played a role in some of India’s most visible international engagements, including G20-related events. What were the scale, complexity, and expectations involved in these assignments?
Naveen Rizvi. Being associated with the G20 and SCO meetings was a defining professional experience for us at ICE. The overall scale of these engagements was unprecedented, with over 220 meetings held across nearly 60 cities in India over the course of a year. We had the opportunity to be involved in several of these assignments, which gave us first-hand experience of the complexity and intensity involved. What added to the challenge was that many meetings were hosted beyond metro cities, in destinations such as Hampi, Shillong, Kumarakom, Andaman & Nicobar and Udaipur, each bringing its own logistical, infrastructural and coordination requirements. Managing these programs demanded detailed planning, local coordination and the ability to adapt quickly to diverse environments.
Expectations were understandably very high. These were not just conferences, they were a global showcase of India’s capability, culture, hospitality and organisational strength. Every element mattered, from protocol and security to delegate movement, venue preparedness and cultural representation. Delivering Working Group and Ministerial-level meetings, as well as the G20 University Connect Programme at Bharat Mandapam, required close coordination with government authorities, local administrations and multiple stakeholders.
What stood out most was the trust placed in us and the strong collaboration with partners, hotels and venues across the country. Despite the scale and pressure, it was deeply rewarding to contribute to events that presented India with confidence on the global stage.
ES. How would you describe 2025 in terms of growth, complexity of projects, and strategic outcomes?
Naveen Rizvi. 2025 was a strong and rewarding year for us, marked by both steady growth and increasing complexity of work. The year began with business events across multiple verticals—government-led forums, international conferences, corporate incentive programs, and reward and recognition initiatives—delivered both within India and overseas. Early on, we were handling multi-stakeholder engagements that required scale, precision and the ability to manage diverse formats seamlessly.
Mid-year assignments further reflected the strategic nature of our work, including high-level bilateral engagements during the State Visit of the President of the Philippines, with business forums delivered across New Delhi and Bengaluru. These projects demanded careful coordination, protocol sensitivity and flawless execution. The year concluded on a particularly strong note with large global conferences, bringing together international delegates, policymakers and industry leaders from across the world including the Globalaw Annual Members Meeting 2025 and the 18th Global Forum Plenary & Associated Meetings. Managing multi-day programs with conference sessions, cultural events, destination experiences and complex delegate movements highlighted the depth and scalability of our operations.
Overall, 2025 tested and strengthened our capabilities. It was a year that demanded agility, detailed planning and resilience, while reinforcing our position as a reliable partner for complex and high-profile business events.
ES. From a PCO’s standpoint, what policy or infrastructure changes are most critical for the sustained growth of India’s MICE industry?
Naveen Rizvi. From a PCO’s perspective, the real need for the growth of the MICE industry in India is simplicity and consistency on ground. Having managed conferences and incentive programs across multiple Indian cities, we see that while India has strong capability, the experience can still vary from one destination to another. This is where well-structured City MICE Bureaus can make a real difference. When cities offer a true single-window system for coordinating approvals, local authorities, venues, transport and destination services, it becomes much easier for organisers to plan efficiently. It also helps position India as organised and dependable in the eyes of international planners. For delegates, the journey should feel effortless from the moment they plan their trip: clear visa processes, quicker approvals, good air connectivity, and a smooth arrival experience all influence whether India is chosen again.
On the infrastructure side, the focus needs to go beyond large convention centres. Venues to handle conferences and events upto 500 pax, quality hotels with event spaces, strong air and road connectivity, reliable local transport and experienced local partners, especially in emerging destinations, are essential. MICE today is not only about meetings; it also includes delegate travel, incentive programs, and pre- and post-conference/ event experiences. When movement within a city is easy and transport systems work smoothly, the overall event experience improves significantly.
At the end of the day, global planners look for destinations where things work as expected, every time. If India can deliver that level of consistency through strong City MICE Bureaus, good connectivity and dependable infrastructure across cities, it will continue to grow as a trusted and competitive MICE destination.
ES. Given your close association with ICPB, how do you assess the growth trajectory of the MICE industry in the coming years?
Naveen Rizvi. Looking ahead, the growth trajectory of India’s MICE industry should be strong and well-structured, particularly for international association meetings and mid-sized conferences. One of the most important shifts we should see is the growing role of state and city convention bureaus, which will be central to how India competes globally. As more cities establish empowered convention bureaus that act as single-window bodies for bidding and clearances, India should be able to bid more confidently for international conferences.
Cities like Hyderabad have already shown how proactive bureaus can position destinations effectively, coordinate stakeholders and attract global events. Globally, a large majority of conferences involve under 500 delegates, and India is well placed to serve this segment. Many Indian cities already have the hotel inventory, venues and connectivity required for such events. With focused bidding and stronger city-level promotion, we should see more international associations choosing India. In the coming years, growth should come from more cities entering the MICE ecosystem, improved bidding capability, and closer collaboration between convention bureaus, PCOs and hotels—helping India build a more consistent and sustainable MICE pipeline.
ES. What are your views on the incentive travel segment, and how well is India positioned to capitalise on its potential in the years ahead?
Naveen Rizvi. Incentive travel is gaining strong momentum, with a clear shift towards personal, well-curated journeys that reward people with experiences rather than standard programs. This shift works strongly in India’s favour. India is exceptionally well-positioned as an incoming incentive destination because it offers depth, variety and authenticity at a scale very few countries can match. The country has the infrastructure to support high-end incentive travel: heritage hotels, royal palaces, luxury resorts, and venues rooted in history and culture, which are ideal for premium and luxury incentive programs. At the same time, improving connectivity and hospitality infrastructure beyond metro cities has opened up many new regions for well-planned incentive itineraries.
What truly sets India apart is the range of experiences that can be woven into an incentive journey. From curated cultural evenings and historic settings to India’s rich culinary heritage, crafts, textiles, wellness traditions and local interactions, itineraries can be designed around different interests and group profiles. Whether a client is looking for culture-led programs, experiential luxury, wellness, nature, or immersive storytelling, India allows incentive travel to be customised in a very personal way. With the right focus on curation, consistency and quality execution, India is not just ready to attract incentive travel, it is well placed to grow as a preferred global incentive destination in the years ahead.
