ANNUAL REPORT 2025-2026
Chief Executive Review.
This year we increased the scale of Experience UK’ s activity while continuing to focus on the connections that make membership valuable. Our community stood at 368 members at year end, and a retention rate of 96 % reflects the continued support of the organisations we represent.
“ The strongest moments were those when we brought people together with a clear purpose. Our soldout Barcelona programme helped members meet potential customers and partners, with a number reporting business wins.”
Ian Clappison Chief Executive Officer
The strongest moments were those when we brought people together with a clear purpose. Our sold-out Barcelona programme helped members meet potential customers and partners, with a number reporting business wins. In China, working with DBT China helped us deliver an event that was praised for the quality of the people in the room. Those outcomes matter because the value of an international programme depends on access and relationships as well as visibility.
Our domestic programme also continued to develop. The Christmas mixer at The Traitors Live Experience sold out, and the summer event at Flux Lounge created another opportunity for members to meet. Experience on Main Street in Manchester was a more difficult event to deliver, but it remained well attended and received positive feedback. Its future integration with InnovateX gives us the opportunity to retain the placemaking discussion within a stronger shared programme.
InnovateX returned to the Science Museum on 10 March 2026. The conference examined the future of visitor experiences, and networking continued in the Power UP gallery. It also provided a platform for the launch of new market intelligence covering museums and cultural venues, and the global attractions market.
The postponement of IAAPA Expo Middle East was a disruption to a programme that had already sold out. We supported participating members through the change, and 98 % agreed to transfer their bookings. That response gives us a strong basis for continuing the programme.
Our turnover increased to £ 404,955. However, delivering a larger programme also carries a larger cost base, and the year ended with a modest cash surplus after tax of £ 1,132. We need to improve how revenue growth converts into financial capacity, particularly through programme margins, dependable income and cash planning.
Looking ahead, our priorities are to develop InnovateX, improve our digital resources and strengthen the way we serve different parts of the membership. The addition of specialist leadership in brand and marketing strategy, and in museums, arts and culture, supports that direction. I am grateful to our team, Board, members and partners for their contribution to the year and for their continued support.
EXPERIENCE UK 4