Women make up around 70% of the global events workforce but their stories, leadership, and influence are often underrepresented. The 70% is a weekly series celebrating the women shaping the events industry. From rising stars to seasoned leaders, each profile shines a light on the career journeys, challenges, and perspectives of women working across all corners of the sector.
In our fifth edition, we speak to Joanne Barratt, managing director at The Venues Collection.
How long have you worked in events?
I’ve been in hospitality and events since I left college, so it’s been over 30 years now. I started working in food and beverage during my A-levels, then took a slightly unconventional route into the industry after failing them, which at the time felt like the end of the world. But it wasn’t. I went on to study hospitality through a different course that combined industry experience and education, and I never looked back. Everyone’s path is different, and mine’s shaped who I am.
How do you balance professional growth with personal commitments, and do you think the industry is evolving in terms of work-life balance?
Balancing both is tough. Anyone who says it isn’t is probably not being honest. You’re constantly prioritising between work needs and family needs, and sometimes they clash, but that’s just life. I plan everything in advance as much as I can, but I also build in space for disruption because things do crop up. Being organised helps, but having strong teams around you at work and at home is what really makes the difference. I do try not to work weekends now. If I do, it’s to catch up on things on my own terms. And when I’m home, I’m present. I’m Mum. When I’m at work, I’m fully there too. That headspace separation is important.
As for the industry, it’s getting better at supporting work-life balance, but it depends massively on the company culture and leadership. Larger corporates tend to have the policies in place, but smaller or privately-owned businesses can be hit and miss. Ultimately, if the leader values flexibility, the company will too.
How do you see the events industry evolving in terms of diversity, equity, and inclusion?
The industry won’t survive without it. Our teams, our clients, our guests, they’re all diverse, and our industry should reflect that. I am hugely proud to work in a sector which is barrier-less – which ultimately means people can learn on the job, which in turn means it’s open to everyone.
We created “Our Social Promise” at Compass – in recognition of what we could do to help people thrive, be themselves and succeed in our sector. We invest in learning and development, in particular apprenticeships, but also have programmes to support long-term unemployed and disabled people into work. We know our workforce is reflective of the UK population on our frontline, but this changes at management level. We have recently carried out a survey of our managers to identify if there are any particular groups of people who may need extra support with career opportunities.
What advice would you give to young women looking to enter and succeed in the events industry?
Anything is possible, there’s no set path anymore. You don’t need a degree in event management or a particular background. You need drive, the right mindset, and a company that values your potential.
Find a mentor, choose a workplace with a culture that supports growth, and back yourself. If things don’t go to plan, that’s okay. Learn from it and keep going. I failed my A-levels and still ended up running a national collection of venues. There’s more than one way to build a career.
How do you handle setbacks and failures?
With a level head. Experience helps, I’ve learned not to spiral, even if I’m upset on the inside. I try to be pragmatic; to step back, deal with the situation, then reflect on what could have been done differently.
As a leader, my team need me to be the calm one when it’s all going wrong. I often play devil’s advocate too, helping them work through the problem themselves. That’s how you build resilience, by giving people the space and support to learn from mistakes.
What changes do you think are still needed to create more opportunities for women in leadership?
We need to tell our stories. People see someone like me and assume I’ve always been in a senior role, or that it was an easy ride. It wasn’t. I’ve worked my way up from kitchen porter to MD. I’ve worn the suits, played the game, and had to prove myself more than once.
Sharing those journeys – the real ones – is what inspires others. It’s not just about mentoring; it’s about visibility. Show people what’s possible, what roles exist in this industry, and the different ways to get there. And yes, we need men on board too, more are stepping up now, and that’s encouraging. But it’s all of us, together, that move the needle.
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