EventIntel Weekly

The intelligence briefing for senior event leaders.

Issue 008 — 11 October 2026Archive

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The Five

The five most important developments event leaders should know this week.

01

Your network needs attention between events

The week after a big show is where most networking effort goes to die. The badge comes off, the inbox refills, and the people you met become names in a badge-scan export. The leaders who get real value from their network treat it as ongoing work, not an event-week activity. They are clear about who they want to meet and why, before they arrive. They meet peers as deliberately as suppliers, and they maintain relationships before they need help. When someone changes roles, they reconnect: a job move is the moment a relationship either deepens or lapses. None of this requires a system to start. It requires a record. For each person who matters, keep: name; role and company; how you met; their relevant professional interests; your last meaningful interaction; any commitment you made; the next action; and a next review date. A contact list tells you who you know. This tells you where you left off. Then a manageable routine: capture useful notes after meetings, fulfil promises in the weeks after the show, and review your important relationships monthly. A promise kept within a reasonable time is worth more than a fast reply that leads nowhere.

Why it matters

Reciprocal relationships outlast transactions. If your network only hears from you when you need a venue, a quote or a job, it will answer accordingly. This week, pick five people from your last event and record where you left off, before the detail fades.

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Prompt of the Week

One AI prompt worth stealing this week.

Find the people who can help solve your next problem

Copy + paste this prompt

Act as a networking strategist for a senior corporate events leader. My objective: [DESCRIBE THE EVENT OR BUSINESS OBJECTIVE] The expertise or decision-making access I need: [DESCRIBE] Geography and timeframe: [DESCRIBE] Authorised source material: [PASTE AN AUTHORISED CONTACT LIST, A PUBLIC EVENT PROGRAMME OR AN EXHIBITOR DIRECTORY] Constraints: [BUDGET, TRAVEL, CONFLICTS OF INTEREST, DATA-PERMISSION LIMITS] Using only the source material I have provided or that is publicly available, please: 1. Identify the people or roles most relevant to my objective 2. Explain the evidence for each one's relevance 3. Distinguish my existing contacts from new prospects 4. Suggest an introduction route only where the evidence supports one 5. Draft a specific, natural conversation opener for each priority contact 6. Suggest a useful contribution I could offer each person 7. Recommend a short, prioritised meeting list 8. Flag missing information, stale roles and uncertain matches For any person you identify through public research, include a source link and the date you checked it. Do not invent contact details, connections, shared history or private information. Do not send messages or make introductions. Where a step combines automation, delegation and leadership judgement, explain the split rather than forcing it into one category.

Why use it

Run it before your next show or site visit, in a tool your organisation has approved, with an authorised contact list or a public programme. The opener drafts are a starting point: rewrite them in your own words, because a message that sounds generated lands like one.

Before uploading budgets, contracts or confidential company information to an AI platform, follow your organisation’s AI and data-security policies.

EventIntel is exploring

Do you influence where events happen?

I’m exploring a new way to connect credible event-industry content creators with hotels, venues and destinations that want to reach actual event buyers.

This isn’t traditional influencer marketing. The idea is to connect suppliers with people whose audiences genuinely work in, buy and influence events.

For now, I’m simply testing interest from both sides.