Charlotte Gough
Managing Director
What does leadership mean to you?
Leadership, to me, has never really been about the title or the spotlight.
It’s about showing up. Doing the work. Making the tough calls when they’re needed, listening when it matters, and creating space for others to grow.
Empathy sits at the heart of how I lead. Understanding people, supporting them through the highs and those tougher moments, and remembering that behind every role is a human being doing their very best, day in and day out.
But leadership is also about example. Being accountable. Rolling up your sleeves when things get hard and staying true to your values even when it would be easier not to.
For the next generation of young women watching this industry and aspiring to be part of it, I hope what they see in our leaders isn’t perfection, but authenticity. Leadership isn’t a highlight reel. It’s resilience, kindness, courage, and a lot of hard work behind the scenes.
International Women’s Day happens to fall on the same day as my daughter’s birthday, which always feels pretty special, and a reminder of what leading by example really means.
Because if there’s one thing I hope she grows up seeing, it’s that leadership isn’t about appearances, or seeking the spotlight. It’s about how you show up for people, every single day.
Jo Prosser
Creative & Content Director
Do you feel women lead differently to men in creative industries?
Yes. Creative leadership at its best is a mentorship, and women have been practising that style of leadership for decades. We’ve mastered the art of influence over authority, along with a finely tuned bull*hit meter.
In my career I’ve seen a double standard: women leading with intensity were labelled difficult, while their male counterparts were called passionate. So female leaders have adapted to survive and thrive by developing more collaborative, emotionally intelligent approaches to their management styles.
Events are chaotic by nature, so a democratic creative process where everyone shares ownership promotes agility over hierarchy. When you lead by listening, you give quieter voices space and catch nuances others miss because they’re too busy talking.
The real shift comes when we stop asking, “How does this benefit the brand?” and start asking, “How does this make people feel and how can we inspire action?” That move from status to connection is what wins pitches.
In an industry selling influence, that makes us formidable.
Briony Loftus-Bagge
Director of Events
As Director of Events, you oversee every aspect of delivery. What skills do you rely on most to lead teams and ensure flawless execution?
I think clear communication is the key to everything, both internally and with clients. This establishes trust, ensures confidence and makes sure everyone understands the expectations so they can fulfil their role to a high standard. To keep communication open, collaboration, honesty and approachability are key and I like to think that this has helped me build a supportive environment where people feel trusted and motivated to perform at their best.
Personally I also draw heavily on my ability to stay calm under pressure and evaluate situations for the best possible outcome when plans shift as they usually do in live events!
Laura Jacobs
Finance Director
As Finance Director, you have visibility across every part of the business. How does this unique perspective shape the way you contribute at a leadership level?
It is true that I am lucky enough to get oversight into the business as a whole in a way that not many other roles do, this exposure is one of the elements of my job that I like the most. An important aspect of my role is to ensure there is cohesion in decision-making across all departments and to help the business working towards its collective goals.
Philippa Edwards
Project Director
How has your recent promotion to Project Director and your membership of the Shadow 19 Board influenced the way you see leadership?
When you step into a more senior role, you gain a clearer understanding of the bigger picture and why decisions often require balancing the ideal outcome with what’s best for the business. Being part of the Shadow 19 Board has also been invaluable, not only in deepening my understanding of leadership themes, but also in strengthening my sense of empathy. Hearing the common challenges other leaders face creates a real sense of connection and I’m grateful this has resulted in my industry relationships becoming even stronger.
MCI UK
