Association
GETTING THE BALANCE ON BEAM
Paul Colston talks to the incoming 2025 chair of national industry associaton beam , Louisa Watson
W ith you taking on the role as chair of beam this year , what is your No . 1 challenge and what are you most intent on championing ? The biggest challenge for my year as chair will be advocating for the industry amid economic pressures , including rising costs such as National Insurance increases , tourist taxes , and business rates , among others . These factors make the UK one of the costliest destinations , creating hurdles for attracting international events . I ’ m most intent on championing the sector through greater collaboration , innovation , and advocacy . Working closely with our members , government and stakeholders , I hope to ensure the industry ’ s voice is heard and its value recognised .
beam , and more so its forerunner HBBA , was predominantly a UK association for agencies . Your appointment as chair signals the first leader from the venue side of the membership . How is that balance and how do you bridge those two important classes of membership ? beam has successfully transitioned into a truly inclusive association , balancing the interests of both agencies and venues . While I represent a venue , my leadership hope is to reflect the broader commitment to unity and collaboration that beam encourages across its membership . We currently have 545 members from across agencies , hotels and venues and other sectors . The balance between these
Louisa Watson
groups strengthens beam ’ s position as a collective voice for the industry , with shared challenges like economic pressures , sustainability and talent shortages .
How does beam see its USP ? beam ’ s USP lies in our ability to unite a diverse membership to address shared challenges with practical , innovative solutions . Our focus on resilience , innovation , ethics , and quality defines us as a benchmark for excellence in the industry . By combining expertise with advocacy , we represent our members ’ interests while driving initiatives that help the sector thrive .
Tell us about some of the projects and programmes now running . beam ’ s key initiatives include collaboration and membership of the APPG for Business Events – supporting reform and advocating for greater government recognition of the sector ’ s value . We also focus on sustainability initiatives to help members adopt green practices , meeting client demand and future-proofing businesses . And we provide educational programmes with training and resources to address talent shortages and support professional development .
Is business fully back to 2019 levels , how are members negotiating new challenges and how can beam help ? Many members are returning to well over the pre-2019 levels of activity . However , inflation , operational costs , and changes in client expectations remain significant hurdles . beam supports members by providing advocacy , resources , and platforms for collaboration . We ’ re enabling them to share solutions and adapt to these challenges together , and to deliver exceptional value despite economic pressures .
How do you see beam working more closely with other associations ? Collaboration is crucial for maximising our impact , and we ’ re proud to work alongside organisations such as UKEvents , MIA and BTA to bring great value and unity to our all our members .
How would you define success in your role as beam chair ? Success is creating tangible value for our members – whether through advocacy wins , impactful educational programmes , or facilitating collaborations with agents and suppliers that lead to real business growth . Ultimately , success means leaving the association stronger and better positioned to face future challenges and opportunities .
The UK business events sector is resilient and brimming with potential and I ’ m confident that we can overcome obstacles and achieve remarkable growth . n
ISSUE 135 / CONFERENCE & MEETINGS WORLD / 63