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when time The magazine appointed its first chief events officer in late 2023, sparking countless discussions about the growing power of events as an important part of the company’s year-round business and marketing strategy.
The promotion of another executive this week reinforces that: TED — a nonprofit known for short “talks” from influential speakers in education, business, science, technology and the creative fields — has Promotes Monique Love-Bell to the newly created position of chief planning and strategy officer.
“There is a growing recognition that event planners are true business leaders, strategists and revenue drivers,” said Ruff-Bell, who joined TED in 2022 as event director. “This shift in mindset and increased representation at the C-suite not only inspires but inspires our industry. This milestone is not just a personal achievement for me, but is evidence of a broader recognition that events shape overall business strategy. ”
BizBash caught up with Ruff-Bell to discuss her new role, changing C-suite attitudes, how events fit into year-round marketing strategies, her all-time favorite TED talk, and more.
What types of things will fall under your responsibilities in your new role?
As Chief Project and Strategy Officer, I will continue to report to the CEO and will be responsible for strategic leadership of our events, production, TEDx and partner sales teams, as well as overseeing key marketing verticals for the organization. My overall responsibilities include developing and implementing strategic plans aligned with business objectives with a focus on impact, growth and operational effectiveness. This position is created to play a key role in shaping the direction of the organization and ensuring strategy is aligned to drive mission and business success. I can basically do what I do for larger events.
Please tell us a bit about your career journey. You have organized events for a number of high-profile organizations, including Haymarket Media Group, Money20/20 and, in recent years, TED. How did these roles prepare you for this new position?
Programming events for these organizations is an excellent training ground for becoming a business strategist. These activities contribute significantly to the business growth and revenue of these organizations, and I continue to develop my skills in leadership, marketing, sales, organizational effectiveness, and more.
I must set goals and overall strategic vision that are aligned with company goals and improve collaboration, budgeting, risk management, data analytics, and innovation—all critical to the Chief Project and Strategist roles responsible for development and execution aspects of high-level organizational strategy. I did have some bumps and bruises along the way, but I became a stronger, more resilient leader and I’m proud of what I accomplished in these different organizations.
You mentioned that you see event strategists increasingly being viewed as true business leaders and revenue drivers. Can you expand it? How do you see the attitude changing among top management?
With the resurgence of recent events back to pre-pandemic levels, it is clear that this is having a significant impact on the growth and revenue of business success for many organizations. Whether it’s cultivating positive emotions through our IRL or virtual experiences, cultivating customer engagement through our evolving formats, or driving impactful revenue growth, we are now recognized as the innovators and thought leaders we have always been, Because of our resilience and adaptability to challenges such as a global pandemic.
We have played a vital role in the transition to hybrid and virtual event models, demonstrated our ability to innovate and ensure business continuity, and are increasingly recognized as an important revenue source for our organization. Our roles go beyond event coordination (and always have been), as many of us manage numerous lines of business and contribute significantly to the financial health of our organizations. It is great to see top management recognizing and valuing our contribution to the overall prosperity of the organization.
From your perspective, why are events an important part of a successful year-round marketing and business strategy? What value do they bring?
Events are at the heart of a successful year-round marketing and business strategy because they provide unparalleled engagement. We will have this direct and unique opportunity to be seen as a place where innovation happens, business gets done, relationships are strengthened, or a platform that helps shape industry conversations and trends.
Events are also powerful lead generation machines. The value they provide is not only foundational but transformational, and they can play a key role in the overall success and growth of any organization.
What challenges do you still face when it comes to C-suite management? For example, are there sometimes still barriers to the budget required for an event?
Recognition is happening, but of course, the challenge of getting C-suite buy-in with the right budget remains. Effectively communicating the value of an event remains a roadblock for many, as we’re still refining the language and data-driven methods that resonate with C-suite executives. A significant challenge is the need to view activities as “must haves” rather than “nice to haves.” Of course, events can be powerful revenue streams, but it’s equally important to highlight their role in building pipeline, enhancing brand equity, and cultivating customer and community loyalty, which has an impact on any organization’s overall business goals.
It’s important to demonstrate how each campaign contributed to brand building, lead generation, customer retention or market positioning, and be sure to track case studies and success stories that highlight instances where the campaign contributed directly to these areas. When we present a narrative supported by data in a clear and compelling way, we can position an incident as a strategic imperative that requires appropriate resources. We then begin to provide a clearer perspective on the challenges and potential resistance associated with top management’s understanding of campaign budget resources.
It has been, and continues to be, a journey to bridge the understanding gap between event investment and cost efficiency, and how appropriate investment can accelerate successful event performance, which is tied to successful business outcomes.
What are you most hopeful about for the future of the events industry?
When you work at TED, optimism becomes part of your DNA. But, of course, there are some great trends that keep me optimistic. First, moving up to the C-suite as event professionals taught me that we are viewed more as business contributors and strategists, which is how we have always been.
The continued pent-up demand for in-person experiences and the desire to attend live events, conferences and festivals is wonderful. The combination of in-person and virtual elements opens up new possibilities for reaching wider audiences, and the continued advancements in event technology and how they create greater interactivity, networking and engagement are exciting. Also, let’s not forget that this industry’s resilience and adaptability in dealing with uncertainty shows our organizations our superpowers. What else is not worth looking forward to!
What are you most excited about in your new role?
I can’t wait to contribute more broadly to this beloved organization with its well-known mission and global reach. In my new role, I have the opportunity to contribute to TED’s strategic direction, development and vision in a more comprehensive way. I go beyond functional roles and have the opportunity to guide the organization’s long-term plans and goals across multiple departments and functions. I have always been committed to growing my career and gaining skills that will make me a stronger leader, and this opportunity provides me with that opportunity and more.
But what truly humbles me and fills me with gratitude was the reaction of my colleagues and friends when I announced my new position. The overwhelming emotion was not a question of “if” I would reach this peak, but “when”. Their unwavering confidence further inspires me and I am excited for this new chapter in my career.
I want to ask: Do you have a favorite TED talk?
Of course I do! Reshma Saujani’s “Teaching Girls to Be Brave, Not Perfect” resonated strongly with me. It explores society’s expectations of perfection and risk-aversion for girls and women. She talks about how we in society are conditioned to be perfect, avoid taking risks, and prioritize getting everything right—in contrast, boys are often encouraged to be brave, take risks, and not be afraid of failure. This condition contributes to the confidence gap between men and women in the workforce.
As a recruiting manager, I see this happen time and time again, and it’s very frustrating to me. Perfectionism can be paralyzing for many people, especially women, and it prevents many of us from pursuing our goals. We must abandon perfectionism and develop a sense of courage and resilience, especially in today’s world. We need this cultural shift as soon as possible so that more women and girls can go on to become the leaders and innovators of tomorrow.
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