Global Conference & Congress Management
We plan, procure and deliver international congresses for associations, corporations and institutions. The same senior people, from the first decision to the final invoice.
Multi-year congress programmes with rotating destinations and changing boards.
International meetings with fixed dates, dispersed attendees and procurement scrutiny.
Government and public-sector programmes requiring protocol and accreditation.
Our first engagement
Hotel contracts are signed years before anyone books. We read yours against realistic pickup and tell you, in writing, what you are carrying.
What you receive
Supplier commissions never influence our recommendations. Where commissions apply, they are fully disclosed and offset against our agreed fee.
One senior adviser leads every mandate, from first procurement decision to on-site delivery.
We lead the project ourselves and bring in specialists who already know the city, the properties and how things actually work there.
Rates, room blocks, attrition and contract terms treated as a discipline, not as paperwork.
We would rather pay for someone who has worked in that city for fifteen years than keep an office there. Every destination deserves the best local expertise, not simply the nearest office.
Every project is led by an experienced international team and supported by carefully selected local specialists who understand the destination, the market and the culture.
Runs the congress on behalf of the owning organisation, from destination and procurement through housing, registration and on-site delivery to the final reconciliation. In practice the PCO is usually the only party with a complete view of what the organisation is contractually committed to.
The commercial side of hotel and venue contracts. Defining what the event needs, running a comparable bid, negotiating the terms that decide the cost, and staying with the contract after it is signed. Hotel sourcing gets you the options. Procurement deals with what happens once you start negotiating them.
Running the accommodation once the contracts exist. Room blocks and sub-blocks across several properties, the booking channel delegates use, rooming lists, cut-off decisions and pickup monitoring against the allowance you agreed to fill.
Rooms held for your delegates at agreed rates. The number is the easy part. What matters commercially is the proportion you have committed to fill, and what the contract says happens if you do not.
From the gap between what you contracted and what delegates actually book. Most contracts allow ten to twenty per cent of the block to go unsold. Below that line the organiser pays for rooms nobody slept in, and the figure was agreed years before anyone could forecast accurately.
When it was set without looking at how delegates actually book. Too early and people are pushed into higher public rates. Too late and the hotel has held rooms it could have sold, which shows up in the next negotiation.
How many rooms have actually been booked from the block at a given point. On its own the number says little. Against the booking curve of previous editions it is the earliest reliable warning that the contracted position will not hold.
Large international congresses typically contract two to five years ahead. The earlier the commitment, the better the availability and rates, and the greater the risk that the assumptions behind the block no longer hold.
The identification, evaluation and negotiation of the venue, assessed against capacity, programme structure, delegate travel, nearby hotel inventory and total cost.
An independent adviser is not tied to a hotel group or venue and can compare suppliers on merit. What matters is how the adviser is paid: any supplier commission should be disclosed and reflected in the fee.
By the client, on an agreed fee. Supplier commission is offset against that fee, so a higher commission reduces your invoice rather than increasing our income.
Medium and large international conferences, congresses and corporate meetings, typically from 200 rooms or 800 room nights.
Public hotel prices and negotiated conference agreements are calculated differently. Hotels consider forecasted demand, room block commitments, meeting revenue, cancellation conditions and many other commercial factors. Comparing one public rate from an online travel agency, a hotel website or a chain app with a negotiated conference agreement rarely tells the full story. Read our full insight →
Choosing the right destination is about much more than finding a suitable venue. Accessibility, hotel capacity, flight connections, delegate experience, convention bureau support and overall commercial value all play a part. We evaluate the destination first, then identify the venue that best supports your objectives. More on venue sourcing →
International conferences are rarely static. Delegate numbers change, speakers cancel, flights are delayed and market conditions move. Our role is to anticipate the risks, prepare contingencies and adapt quickly while protecting what the project set out to achieve.
Large conferences are often planned years in advance. In that time, geopolitical developments, regulatory changes, travel restrictions or economic conditions can affect destinations, attendance and logistics. We monitor these factors, advise transparently and, where necessary, recommend alternatives to protect the event.
Booking a venue is one part of a successful conference. We help clients make informed commercial decisions, negotiate balanced agreements, coordinate suppliers, manage operational risk and oversee every stage of the project, so your team can concentrate on the purpose of the event. Read more on working with us →
A review changes nothing. It tells you what you are carrying.
Specialists in medium and large international conferences, congresses and corporate meetings.
