I launched Glow Global Events in New York City as a four-person shop in 1998 and steadily grew it into a sturdy and well-appointed business. I was proud of it, but by 2005, I could see that things needed to change. My company was profitable and we'd worked on world-class events, but I was still an event planner. I wasn't a CEO not really. I was limiting my potential, but how?
I couldn't shake the question after that. It's funny. I never thought about changing my company's trajectory-getting into live streaming and original programming, for instance-until I did; then it was all I thought about.
I'm someone who does a lot of research; the data and the milestones help me see around corners. So I began by researching my bigger competitors, figuring out what they were doing, how their businesses were set up. I took meetings with clients that weren't typical for my firm. I started to entertain different product lines which led, in turn, to hosting internal events and meetings for companies focused on engaging with their own employees.
Bu hikaye Inc. dergisinin September 2022 sayısından alınmıştır.
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Bu hikaye Inc. dergisinin September 2022 sayısından alınmıştır.
Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 9,000+ magazines and newspapers.
Already a subscriber? Giriş Yap
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