Written by Luke Bull and Tara Monjazeb
Published by a Millennial and a Gen Z
How to play the events generation game and win
From C-suite veterans to new grad visionaries, this whitepaper explores how you can tailor your strategies to deliver high impact events to your core audience.
At the beginning of this year, I posed a question to the HeadBox team: Who exactly is the new event attendee in 2025? It’s a deceptively simple question–one that reveals a far more complicated picture when you dig below the surface.
As an out-and-out Gen X-er, I’m not going to pretend I have direct insight into the mind of a twenty-year-old event attendee; I’ve never used the word “slay,” and I can remember stepping into a phone box to make a call! But I have always said that if I’d been born twenty years later, I’d be in Silicon Valley tackling these very questions head-on at a tech start-up and that’s exactly what joining HeadBox has felt like.
Over the last twenty years, I’ve witnessed drastic changes in the travel industry. This year, more and more, I’m seeing the narrative of “the new traveller”, and how our industry has been transformed by technology, hyper-connectivity and modern trends. But little has been explored for meetings and events, and so never one to shy away from a challenge, HeadBox is kicking off the conversation around the new event attendee.
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"New voices coming in not only deserve to be heard, but they can give us a crystalline insight into what’s coming next."
Karen Hutchings
In my opinion, now is the perfect time to take a look at the new event attendee through fresh attitudes, new working patterns, and heightened expectations. Something I adore about the events industry is the diversity and plethora of backgrounds it attracts. New voices coming in not only deserve to be heard, but they can give us a crystalline insight into what’s coming next.
The whitepaper you’re about to read distils insights from industry game changers, innovators, and event professionals of every stripe. Our goal? To paint the clearest possible picture of who’s walking through those doors—be they hybrid or in-person and how best to captivate them. I’m confident it will spark new conversations and challenge a few long-held assumptions.
Here’s a quick peek at what’s inside:
Who is the ‘New Event Attendee’? Spoiler: They’re more diverse in age, role, and expectations than ever before.
Tech-Forward or Bust: Why digital solutions and analytics reshape how we connect with audiences.
Actionable Tips: Real-world insight from event pros on creating unforgettable experiences that keep people buzzing long after they’ve left the venue (or closed their laptops).
I’ve always been a champion of new and different voices, so I’m delighted to share our discoveries with you. I truly hope they spark fresh thinking and new ideas for anyone planning and delivering events. After all, there’s never been a more exciting—or more vital—time to ensure we’re shaping the industry’s future, and not just reacting to it.
Enjoy the read!
Karen Hutchings
Every industry has its boogeyman that keeps professionals tossing and turning through the night. For every celebrity chef, there is a caustic food critic, and every postman has their dog. For those in the events industry, the no-show attendee claims the infamous prize. In a post-pandemic, hybrid and remote working landscape, events are competing with home life like never before. And if you think your bog standard conference is going to compete with season five of Stranger Things, you may be mistaken.
It is a simple fact that professional events depend upon the workforce. If the latter changes, the former must evolve to remain relevant. No one wants to be left behind, and no event professional wants to be standing in a foyer, hoping against hope that attendees will arrive. In an industry where stasis breeds complacency—which can lead to empty rooms—it is critical to understand exactly who is turning up to events and why. Recent data from the Meetings Industry Association (MIA) suggests that drop-out rates for UK corporate events increased by over 20% between 2019 and 2023, a trend often attributed to hybrid working patterns, tighter schedules, and shifting professional priorities. The message is clear: today’s attendee isn’t necessarily the same as yesterday’s—and if events don’t keep pace, they risk losing relevance altogether.
Event dropout rates are up 20% from 2023. As of 2022, 24% of the UK workforce worked on a hybrid schedule (part home, part office), up from 13% in early 2021.
Although it is tempting to consider the workforce in purely generational terms, the bigger picture is that today’s event attendees come from diverse backgrounds, responsibilities, and working patterns. According to the Office for National Statistics (ONS) Labour Force Survey (Q3 2022), the UK workforce by age group broke down approximately as follows:
16–24: ~10.8%
25–34: ~22.4%
35–49: ~28.7%
50–64: ~26.2%
65+: ~5.0%1
This snapshot confirms that younger professionals (16–24) constitute a relatively modest share of the overall workforce, while the largest age band (35–49) sits squarely in mid-career. Equally, more experienced workers (50–64) still make up over a quarter of employees, with some continuing to work beyond 65. Crucially, each group brings distinct motivations, experiences, and expectations to the events they attend. And it’s key to realise that by 2030, Millennials and Generation Z combined are projected to make up around 75% of the global workforce.
Events do not exist in a vacuum. They are affected by broader economic factors, especially around spending and budgeting. After COVID-19, per-head spending for corporate events in the UK reportedly rose by 10–15%, largely due to higher venue costs, additional catering, and investment in on-site safety protocols.
For attendees—whether C-suite executives or recent graduates—this increase in spending translates to higher expectations of value and quality. If people (and their organisations) are paying more to participate, they are more likely to demand relevant content, actionable insights, and networking opportunities that justify the expense.
While generational differences clearly exist, a more practical approach is to consider the seniority level of the target audience. This whitepaper will hone in on three core tiers:
1. C-suite
Often seeking thought leadership, strategic insights, and top-level connections.
2. Senior & Middle Management
Looking for practical, implementable solutions to take back to their teams.
3. Juniors, Executives, Graduates
Hungry for career development, learning opportunities, and networking that can fast-track their growth.
These tiers cut across age boundaries. A 50-year-old middle manager may share similar event priorities with a 35-year-old manager in a comparable role. A 25-year-old recent graduate may have more in common with a 22-year-old trainee than they do with a colleague in senior leadership, regardless of generational labels.
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“Our attention spans are shorter, our time is more precious and the expectations of events are higher. There are more reasons than ever before to not attend an event, so what can we do to create unique experiences and guarantee bums on seats?”
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For all these groups, the question is not merely who attends, but why they attend. Throughout this paper, we will examine five crucial metrics that reveal whether an event meets its attendees’ needs:
1. Community – Building meaningful, high-value connections.
2. Learning – Gaining new insights and practical skills.
3. Experience – Participating in activities or environments not accessible in everyday work.
4. Measuring Success (Beyond ROI) – Considering factors like relationship-building, brand exposure, and reputation.
5. Impact – Evaluating long-term outcomes and whether the event drives real change.
Each tier—C-suite, senior/middle management, and junior/grad—will interact with these metrics differently. By understanding these nuances, event organisers can tailor formats, content, and engagement techniques to match the expectations and aspirations of each group.
Today’s new event attendees can be 22-year-old graduates, 45-year-old managers, or 65-year-old board members—each with distinct motivations and expectations. They represent a dynamic shift in the workforce, where digital natives, mid-career leaders, and seasoned executives all come together under one roof. This shift drives the need for fresh engagement strategies that simultaneously address multiple generations and career stages.
By understanding how each level measures success and what drives them to attend, we can design events that truly resonate. After all, if we continue to raise per-head spending and balance new ways of working, the onus is on event professionals to deliver experiences that justify the investment and solidify attendees’ desire to show up—time and again.
They hold the purse strings, shape organisational strategy, and, let’s be honest, are often the hardest people to pin down for a meeting—let alone an all-day event. C-suite executives sit at the apex of decision-making, setting the vision and pace for entire companies. When it comes to events, however, that prominence brings both an opportunity and a challenge. How can organisers entice these time-poor, results-driven leaders to step away from their crowded schedules? And once they’re on site (or online), how can you ensure they stay engaged and leave impressed?
In interviews with HeadBox, event professionals across multiple sectors shared their experiences of targeting, attracting, and satisfying C-suite audiences. From expert-led summits and tech-fuelled conferences to experience-centric gatherings, they all agreed on one core truth: the more senior you are, the more carefully you guard your time. Here’s how you can make every minute count.
“The C-suite is always our main priority, but they’re the hardest to get in the door.”
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While senior leadership can come from any generation, ONS data (Q3 2022) shows that 26.2% of the UK workforce are aged 50–64, a bracket often associated with top-tier experience and decision-making authority. As people work later into life, C-suite roles may also be filled by those over 65 (currently 5% of the workforce). This multi-generational dynamic means events must resonate with a broad range of senior leaders who expect real strategic value.
Yet winning over this group is not easy. In a 2022 survey by the Meetings Industry Association (MIA), 64% of event professionals reported that C-suite attendance was “the hardest to secure but the most critical to success,” citing time constraints and perceived lack of ROI as the main barriers.
“The C-suite is always our main priority, but they’re the hardest to get in the door,” observes Joanna Dibley of Contentsquare. With a growing, multinational customer base, Joanna’s team designs events to appeal to “head of and above”—but she admits it’s no small feat competing for their diaries. The key differentiator? Content. Thought-leadership speakers who tackle pressing industry challenges tend to hold a C-suite audience far better than a self-serving product pitch.
Adam Gardner of Grip echoes the sentiment: “The more senior you get, the more valuable your time is to you.” This implies event planners must offer something C-level leaders cannot easily replicate at the office. Whether it’s high-profile speakers, strategic roundtables, or exclusive VIP networking, the C-suite craves substance beyond superficial conversation.
Events do not exist in a budgetary void. MPI (Meeting Professionals International) UK & Ireland Chapter reports that post-COVID, per-head spending for corporate events in the UK has risen by 10–15%, reflecting increased venue costs, enhanced catering, and new safety measures. This extra investment elevates expectations—particularly among senior leaders accustomed to premium experiences.
Indeed, 65% of corporate planners surveyed by the MIA said they were increasing budgets specifically to attract senior decision-makers, recognising the significant influence these executives wield over long-term partnerships.
Hollie Watkins, Senior Marketing Manager at , agreed with Joanna that “shameless sales pitches” quickly alienate C-suite attendees. “Old marketing ethos taught us to sell feelings, not products,” says H. “We want to showcase our solutions, but if it becomes a hard sell, they’ll switch off.”
Hollie’s team at Ontra focuses on “experiential” and often offbeat events—precisely because traditional boardroom gatherings rarely capture attention. Think clay-pigeon shooting, botanical garden tours, or spa-like wellness days. The price tag might be higher, but C-suite professionals are more willing to commit when it’s memorable, refreshingly informal, and relevant to their personal interests.
If you’re unsure what sparks a CEO’s curiosity, lean on your sales or customer success teams. They often have the best read on personal passions, be it fine wine, technology trends, or philanthropic causes. “The more insight you have,” Hollie explains, “the more you can craft an event that gets them to say ‘yes’.”
“No company wants to waste money anymore—event parties have to be with a purpose.”
For many C-suite attendees, the classic conference format feels stale. “We’ve found that it’s hard to keep excitement through a screen,” Joanna says, referring to Contentsquare’s hybrid events. “On the virtual side, we aim to build in interactive elements: quizzes, live polls, games—anything that keeps them engaged.” In-person, however, there’s a push for engaging ‘activations’ that align with the brand story. She’s used wind tunnel challenges, digital caricature stations, and social competitions to transform sponsor booths from simple stands into mini-experiences.
Sam McNeill from SongDivision puts it another way: “No company wants to waste money anymore—event parties have to be with a purpose.” SongDivision’s trademark approach is to get senior leaders and staff to collaboratively create music. According to Sam, “having executives step out of their comfort zone” breaks down hierarchy barriers and fosters genuine engagement. The result? C-suite attendees who feel not only entertained but also deeply connected to the event’s core message or values.
Still, as Adam Gardner stresses, capturing data and feedback remains crucial. Platforms like Grip enable event teams to track who attended, what they clicked on, and which sessions they found compelling. Even if the ultimate sale or strategic alliance takes time, data ensures you can attribute future success to individual sessions or networking opportunities.
Because C-suite decisions can involve substantial budgets and long timelines, ROI can be tricky to measure immediately. This doesn’t mean return on investment doesn’t matter, but that proof of value might emerge months later—through an executive relationship forged at the event or a strategic partnership sealed after a memorable networking session. “For C-suite, it's less about ROI and more about return on relationship,” says Hollie Watkins.
"For C-suite, it's less about ROI and more about return on relationship."
The C-suite may be elusive, but they are far from unreachable. By combining meaningful content with memorable experiences, event organisers can capture—and keep—the attention of time-pressed executives. Whether you’re planning a boutique, high-touch experience or a large-scale hybrid summit, remember that every element counts: the calibre of your speakers, the creativity of your venue, the community feel of your networking, and the narrative that ties it all together.
Senior leaders are hungry for opportunities to learn, connect, and innovate. The trick is cutting through the noise to provide genuine, strategic value. And when you do, the C-suite won’t just show up—they’ll be talking about your event long after they’ve headed back to the corner office.
We’re worried about middle management. As perhaps the most diverse and fluctuating level of employment, senior executives and middle managers range widely in experience, skillsets, and backgrounds. They are the quiet conductors keeping the engines running: stocking the fuel, ensuring you make it to your destination on time, and keeping an eye out for sheep on the tracks. Balancing all this is no easy task, and can lead to a grey area in role responsibilities, meaning middle managers often carry a heavier workload than they can handle. A 2023 survey found that 71% of middle managers feel overwhelmed and on the edge of burnout, and nearly a quarter (25%) reported being under excessive pressure at work. All this is to say: middle managers, are you okay?
A 2024 events survey has concluded that the average age of attendees has dropped from 51 pre-pandemic to 45, right at the cusp of Millennials/Gen X. This is happening while a growing number of Millennials are assuming managerial positions while balancing personal life changes like childcare, mortgages, and pets. On top of this, Millennials are frustrated with work events that get it wrong: a team dinner, evening yoga class, or happy hour can cut into personal time, and end up adding to stress. If that’s the case, how can they get it right?
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In the circus of the corporate world, middle managers and senior staff are walking on the tightrope. Between keeping things moving and ensuring their base is solid, there’s a lot to think about. They have to balance their career progression with those they’re managing, and increasing pressure from above can make it all feel overwhelming. No wonder over half (52%) of UK young professionals are hesitant to assume middle management roles—they’re deterred by “excessive stress and insufficient compensation”—and 72% preferred the idea of an “individual route to advance their career” or one that focused on “personal growth and skills accumulation.” (We discuss younger employees’ work expectations more in Chapter 4). These goals match that of the wider Millennial and Gen X pool of employees: a whopping 90% of those surveyed said they want “rapid career progression”. Everyone wants to move forward, but they can’t do it on their own, and they can’t do it without balance.
Millennials are taking up managerial roles faster than previous generations, but career development is still essential to them. A McKinsey survey reported that nearly half of middle managers are partaking in non-managerial work, like admin and individual/contributor work that respondents themselves see as less valuable than work focusing on strategy and people management. Respondents blame a lack of time and resources—events can fill this gap.
Curating events for this employee group means ensuring they aren’t just chaperones. 44% of middle managers spend their time in meetings, and 61% reported they don’t have enough time to accomplish all their tasks. Things like team away days or career workshops give middle managers opportunities to work on themselves and exchange ideas with others. While middle management tends to work vertically—either managing junior staff or reporting to the C-suite—some horizontal perspective can help drive them forward. A focus on practicality, efficiency, and convenience is important: thread in actionable, relevant takeaways for staff to implement in their teams, while allowing space for individual skill-building sessions and interpersonal networking.
Middle managers, especially those in the Millennial/Gen X age group, will never stop climbing. The nature of their jobs means there will always be something to do, whether it’s project management, organising meetings, or running between departments delivering messages that could easily be put in an all-hands email. They need to relax. Two-thirds of American managers and 61% of their UK peers say they are experiencing burnout, according to a 2022 Mind Gym survey. Even at social events, middle managers may feel responsible for keeping their younger colleagues engaged, while navigating conversations with C-suite executives that naturally lead into networking territory.
Blending wellness into work events can alleviate some of this, and it’s about the details. “We see live events not only as a way to foster interpersonal relationships but also to combat the post-COVID phenomenon of social isolation,” says Oliver Bailey, Interaction Designer at IMEX. “We now have a whole track of our IMEX education program dedicated to wellness, and we provide ample lounge space to allow attendees to disengage and relax between meetings. Similarly, at IMEX America, we created a special lounge to cater to neurodiverse individuals with specific needs associated with engagement and overwhelm.” Little things like lounges and garden areas for fresh air—along with adding these breaks into the agenda to encourage them—add up for attendees. They help employees keep their stress at bay and get the most out of your event.
Most middle managers feel invisible, despite the weight of their responsibilities. It takes a lot to be a leader, including strong mental and physical well-being, a balanced schedule, and support. Events that emphasise their value—both in career and wellness—can help them feel seen.
Make way for the new kids on the block. By 2035, Generation Z is expected to take up 31% of the workforce, meaning they’ll be the largest generational cohort in the labour market. As the first generation to grow up in the information age, they dominate the internet, using it to observe and partake in social trends. Whether they’re breaking down social norms, finding the newest pop culture icon, or creating a slang word that nobody over 25 will understand, there’s no doubt that they’re paying attention.
Whether Gen Z or not (though most of them are), new graduates and entrants into the 2025 labour market have had to navigate the turbulence of the post-COVID-19 world. Globally influenced and connected, with their pulse on current events and trends, this new cohort drives social change—and they do it quickly. How can event professionals appeal to this group and ensure they remain engaged, supported, and successful?
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“Many people, especially first-time attendees, don’t always get to experience as many aspects as they would have liked. In order to keep them coming back, we are constantly developing tools to help plan their attendance and make new connections."
The first batch of Gen Zers was born in 1997, meaning they were 23 when the COVID-19 pandemic began in 2020. Most haven’t experienced the working world without the convenience, flexibility, and comfort of remote working. As in-office working becomes common again, whether in a full-time or hybrid format, many Gen Zers find it difficult to justify. Around three-quarters of UK Gen-Zers (77%) and Millennials (71%) say they would consider looking for a new job if their employer asked them to go into the workplace full-time.
It’s a common misconception that Gen Z are lazy workers—they’re not, they’re simply more selective with their time. Work/life balance is the top consideration for Gen Z and Millennials when choosing an employer. They won’t leave the comforts of their home and sacrifice evening plans with friends and family for a presentation or a panel discussion that could be live-streamed or sent via Google Slides. A balance of learning and community-building is key: stagger content delivery between mentorship and guided networking events. The new workforce’s lack of in-person work experience culture means they can feel anxious ahead of events—only 44% of professionals with less than 5 years of experience feel “very comfortable” at events. Pre-event communications, key agendas, and intimate groups with mentorship and networking support can help alleviate this and promote a memorable and meaningful in-person event.
This can help reduce dropout rates, too, says Oliver Bailey, Interaction Designer at IMEX. “Many people, especially first-time attendees, don’t always get to experience as many aspects as they would have liked. In order to keep them coming back, we are constantly developing tools to help plan their attendance and make new connections. We give our attendees the autonomy to choose their own adventures but at the same time, try to anticipate needs and suggest curated experiences where appropriate.”
As other generations dip their toes into the treacherous, intimidating waters of the digital world, Gen Z has been swimming laps in it. The push for virality on social media has raised event design standards by an overwhelming amount. How can event planners keep up?
“There’s been a shift in event planning in recent years,” says Aleksandra Nowak, Senior Events and Project Manager at HeadBox, who has over 10 years of experience in the industry. “Raw messaging isn’t as important as it used to be. Content delivery should be hidden within experiences for attendees—that’s how you get the bums on the seats.”
In fact, keeping branding light can actually attract more brand awareness. “Go with the light touch,” says Hollie Watkins, Senior Marketing Manager, EMEA & APAC at Ontra. “OTT branding and day-of-sales are less important than building reputation and a loyal community.”
“There’s been a shift in event planning in recent years. Raw messaging isn’t as important as it used to be. Content delivery should be hidden within experiences for attendees—that’s how you get the bums on the seats.”
“Event planners need to consider: what’s in it for us? Now that so much is online, events need to be well-thought-out and creative.”
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Despite stereotypes labelling young people as lazy or ungrateful due to the instant gratification of the digital age, surveys find Gen Z to be the most motivated generation when it comes to professional development compared to their Millennial and Gen X counterparts, and they agree that in-person events are critical to personal and professional relationships, confidence, and career development. So, why wouldn’t they attend?
In such an over-saturated market, everyone competes for a spot in the collective memory of attendees. The lasting reputation of an event is important to Gen Z in particular, whether that’s about the aesthetics of it all (decoration, food presentation, venue choice), the activities and entertainment, or the people who attended. Impact and success go beyond ROI: how will the event build lasting relationships and brand awareness?
“Keep it personal,” says Joanna Chu, Head of Creative & Strategy at Kaleidoscope and resident Gen Z. “Make people feel appreciated—don’t just invite those with the biggest titles or the highest levels of clout. For example, REFY Beauty flew eight customers out to Mallorca instead of inviting influencers who go on trips like that all the time. It gained incredible social traction and shows that the brand cares.”
The members of this new workforce want intimacy: 62% of employees reported feeling more at ease in smaller settings at events. Supper clubs—intimate dining experiences usually provided by a community member—are growing in popularity. In London, beauty brand Glossier recently launched a new Black Cherry-flavoured lip product with a cherry-themed supper club hosted by British chef Xanthe Ross. A mocktail workshop and an intimate dinner ensured each guest was equally included. The impact echoed beyond the event itself—at a parallel event in NYC, a $1,000 donation was made in each guest’s name to wildfire recovery efforts in Los Angeles.
“Event planners need to consider: what’s in it for us? Now that so much is online, events need to be well-thought-out and creative,” says Chu. “Listen to feedback, provide what people want to see, do, and eat. Partner with exciting brands and businesses, and showcase the community. Standards are high, but if you meet them, the result will make it worth it.”
Although research identifies Gen Z and young Millennials as the primary demographic within the new workforce, these findings apply to everyone. Junior staff, executives, and graduates are our future leaders. Maybe they don’t do things traditionally, in the suit-wearing, 9 to 5, cubicle office way that has been done for the past half-century. But the world is different, and community building through events is more important than ever. It’s important to consider the message you want to share with the future workforce and how you share it with younger staff. They’ll be taking it with them as they move forward.
Mastering the generation game is just like any other game—it requires learning, listening, and practice. There’s a bigger divide between groups now more than ever: the internet has widened the gap, and the lived experiences shared by Gen Z and Millennials vary greatly from their predecessors. Technology allows us to connect in ways previous generations never imagined, from virtual events to accessibility innovation to AI networking tools. Despite the opportunities this can open, it can divide and alienate those who retain a more traditional approach. A stark transition can be difficult for those with more extensive career experience. Balance is key, and getting it right requires a thoughtful approach.
It’s important to note that the New Event Attendee is not limited to the most recent generations. The world has changed, and everyone approaches events differently, from C-suite executives to work-experience candidates. The first step to more inclusive, modern events is thinking about your audience, listening to feedback, and incorporating both new and familiar approaches to create a dynamic, engaging experience for everyone.
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