The vision

THE ICCA 2030 ROADMAP

Building on strong foundations

As a member of the ICCA Board of Directors, I know the association from the inside. This candidacy does not start from scratch. It builds on the strategic direction already in motion and on the experience, commitment and ideas that exist across our community.

The role of the President is not to manage ICCA alone or to make promises on behalf of the organisation. It is to listen, unite, represent and help maintain a clear strategic focus.

My commitment is to work with the Board, the ICCA team, the Chapters and our members so that the road towards 2030 remains relevant and valuable in every region.

Member value

Making ICCA work for every member. Membership must deliver real value.

ICCA is a strong global community, but its strength ultimately depends on what every member gets from being part of it. My priority will be to keep member value at the centre of our decisions.

That means listening more closely to different types of members and regions, helping create meaningful business opportunities, making better use of ICCA’s data and intelligence, and ensuring that members can access the knowledge, connections and opportunities that are most relevant to them.

Not more for the sake of it. More relevance, more usefulness, more value.

One global community

Stronger connections, stronger ICCA. Our greatest asset is our people.

We are global, but our realities are local and regional. I want to strengthen the connections between regions, Chapters, sectors and generations, making sure that different voices are heard and that good ideas travel across our community.

Collaboration should not stop at ICCA’s borders. Stronger relationships with associations, academia and other industry organisations can make all of us stronger.

Different realities. One community. Moving forward together.

Knowledge for the future

Turning knowledge into action. Our industry is changing fast. ICCA must help members stay ahead.

AI, new business models, changing client expectations, sustainability and the need to demonstrate impact are already reshaping our industry.

ICCA has an extraordinary combination of data, knowledge and experience within its community. We should make that intelligence easier to access, understand and use, while continuing to invest in education and the next generation of industry leaders.

Knowledge matters most when members can turn it into action.

A stronger voice for our industry

Business events create economic, social and intellectual value and ICCA’s voice should reflect that.

ICCA should continue strengthening its position as a respected global voice for the international meetings industry, building bridges with governments, institutions and other organisations that influence our future.

We need to communicate our impact better, contribute to the conversations that matter and make sure our industry is understood beyond our own community.

ICCA should not only be part of the conversation. It should help shape it.

The vision

THE ICCA 2030 ROADMAP

Building on a strong direction

As a member of the ICCA Board of Directors, I know the association from the inside. This candidacy does not start from scratch. It builds on the strategic direction already in motion and on the experience, commitment and ideas that exist across our community.

The role of the President is not to manage ICCA alone or to make promises on behalf of the organisation. It is to listen, unite, represent and help maintain a clear strategic focus.

My commitment is to work with the Board, the ICCA team, the Chapters and our members so that the road towards 2030 remains relevant and valuable in every region.

Member value

Making ICCA work for every member. Membership must deliver real value.

ICCA is a strong global community, but its strength ultimately depends on what every member gets from being part of it. My priority will be to keep member value at the centre of our decisions.

That means listening more closely to different types of members and regions, helping create meaningful business opportunities, making better use of ICCA’s data and intelligence, and ensuring that members can access the knowledge, connections and opportunities that are most relevant to them.

Not more for the sake of it. More relevance, more usefulness, more value.

One global community

Stronger connections, stronger ICCA. Our greatest asset is our people.

We are global, but our realities are local and regional. I want to strengthen the connections between regions, Chapters, sectors and generations, making sure that different voices are heard and that good ideas travel across our community.

Collaboration should not stop at ICCA’s borders. Stronger relationships with associations, academia and other industry organisations can make all of us stronger.

Different realities. One community. Moving forward together.

Knowledge for the future

Turning knowledge into action. Our industry is changing fast. ICCA must help members stay ahead.

AI, new business models, changing client expectations, sustainability and the need to demonstrate impact are already reshaping our industry.

ICCA has an extraordinary combination of data, knowledge and experience within its community. We should make that intelligence easier to access, understand and use, while continuing to invest in education and the next generation of industry leaders.

Knowledge matters most when members can turn it into action.

A stronger voice for our industry

Business events create economic, social and intellectual value and ICCA’s voice should reflect that.

ICCA should continue strengthening its position as a respected global voice for the international meetings industry, building bridges with governments, institutions and other organisations that influence our future.

We need to communicate our impact better, contribute to the conversations that matter and make sure our industry is understood beyond our own community.

ICCA should not only be part of the conversation. It should help shape it.

The vision

THE ICCA 2030 ROADMAP

A Plan for What Comes Next

As a member of the ICCA Board of Directors, I know the association from the inside. This candidacy does not start from scratch. It builds on the strategic direction already in motion and on the experience, commitment and ideas that exist across our community.

The role of the President is not to manage ICCA alone or to make promises on behalf of the organisation. It is to listen, unite, represent and help maintain a clear strategic focus. My commitment is to work with the Board, the ICCA team, the Chapters and our members so that the road towards 2030 remains relevant and valuable in every region.

Member value

Making ICCA work for every member. Membership must deliver real value.

ICCA is a strong global community, but its strength ultimately depends on what every member gets from being part of it. My priority will be to keep member value at the centre of our decisions.

That means listening more closely to different types of members and regions, helping create meaningful business opportunities, making better use of ICCA’s data and intelligence, and ensuring that members can access the knowledge, connections and opportunities that are most relevant to them.

Not more for the sake of it. More relevance, more usefulness, more value.

One global community

Stronger connections, stronger ICCA. Our greatest asset is our people.

We are global, but our realities are local and regional. I want to strengthen the connections between regions, Chapters, sectors and generations, making sure that different voices are heard and that good ideas travel across our community.

Collaboration should not stop at ICCA’s borders. Stronger relationships with associations, academia and other industry organisations can make all of us stronger.

Different realities. One community. Moving forward together.

Knowledge for the future

Turning knowledge into action. Our industry is changing fast. ICCA must help members stay ahead.

AI, new business models, changing client expectations, sustainability and the need to demonstrate impact are already reshaping our industry.

ICCA has an extraordinary combination of data, knowledge and experience within its community. We should make that intelligence easier to access, understand and use, while continuing to invest in education and the next generation of industry leaders.

Knowledge matters most when members can turn it into action.

A stronger voice for our industry

Business events create economic, social and intellectual value and ICCA’s voice should reflect that.

ICCA should continue strengthening its position as a respected global voice for the international meetings industry, building bridges with governments, institutions and other organisations that influence our future.

We need to communicate our impact better, contribute to the conversations that matter and make sure our industry is understood beyond our own community.

ICCA should not only be part of the conversation. It should help shape it.