Sophie Knight, Managing Director, VenueScanner for Business spends every day working alongside PAs and EAs who are tasked with making their companiesโ events happen. They are often the unsung heroes of corporate life – the people who turn a vague request into a team social, a client dinner, or a global company offsite. “Despite the skill and experience EAs and PAs hold, one issue comes up again and again in my conversations with them: the challenge of justifying spend and securing stakeholder buy-in for events.
This is not a small hurdle. According to the Event Leadership Institute (2023), 84% of senior leaders believe events are a critical component of company success, yet only 52% are directly involved in planning decisions. At the same time, our own VenueScanner PA/EA Survey revealed that 68% of assistants struggle with unclear briefs and little to no budget guidance. The result is a frustrating cycle: senior leaders recognise that events matter, but PAs and EAs are left fighting for clarity, alignment, and approval.
Itโs no wonder so many assistants tell me that budgeting conversations feel like the hardest part of their job.
Why events matter more than ever
The irony, of course, is that events have never been more important. In a world where hybrid working has become the norm and AI tools are reshaping how we connect, the role of live interaction is only growing. Face-to-face events do what no email, Slack message, or webinar can achieve: they build trust, loyalty, and human connection.
Iโve seen first-hand how a private dinner can strengthen client relationships in a way no pitch deck could. A team social can re-energise a workforce thatโs been fragmented by remote work. A well-executed conference can elevate a companyโs brand in a crowded market. These moments matter. In fact, Gallup found that 79% of employees believe company socials improve their sense of belonging, while Statista reports that 75% of B2B decision-makers say events influence their purchasing decisions.
So why, if the benefits are so clear, do events still get dismissed as โnice-to-havesโ when budgets tighten? Because value isnโt always communicated in the right way.
The case for stakeholder buy-in for events is strong
One of the biggest gaps I see in organisations is the lack of alignment between event objectives and business goals. Too often, an assistant is told to โorganise something for the teamโ without a clear purpose. When that happens, stakeholders inevitably focus on cost rather than outcome.
What changes the conversation is reframing the event as a strategic tool. Instead of presenting a team away day as simply a morale boost, frame it as an investment in retention – something that reduces turnover costs and protects productivity. Instead of describing a client dinner as hospitality, position it as a revenue driver that accelerates sales cycles. When stakeholders see a direct line between an event and the companyโs priorities, their attitude shifts. The question becomes not โwhy spend this?โ but โhow quickly can we make this happen?โ
This is where PAs and EAs can exert real influence. By approaching event proposals as business cases, assistants move beyond logistics and into strategy.
Budgeting with confidence
Of course, even the strongest business case needs numbers that add up. And here lies another common point of tension: expectations versus reality. Event costs rise each year, and replicating last yearโs event on the same budget is rarely possible. Yet many assistants are still handed vague or outdated figures and expected to make them work.
One way forward is to educate stakeholders gently but firmly. Share benchmarks that set realistic expectations. For example, a 40-person London event might involve a minimum spend of ยฃ1,500โยฃ5,000 for the venue, ยฃ80โยฃ150 per head on food and drink, ยฃ1,000โยฃ2,000 for entertainment, plus contingency. Framing budgets with credible data shows that youโve done your homework and avoids difficult surprises down the line.
Flexibility also helps. Rather than presenting a single budget, outline a spectrum: what a lean version would look like, what a mid-range option delivers, and what a premium experience could achieve. This approach demonstrates pragmatism and puts decision-makers in control, while keeping you in the driverโs seat of the conversation.
Navigating pushback and change
Even with a clear case and well-prepared budget, pushback is inevitable. In my experience, itโs not usually outright opposition but uncertainty that fuels resistance. Senior leaders are busy, distracted, and wary of committing to spend without understanding the impact. This is where confidence matters. Instead of becoming defensive, ask questions: What concerns you most? Which outcomes would make this a success in your eyes? This reframes the discussion from cost-cutting to collaboration.
And of course, events rarely run in straight lines. Stakeholders may change their minds mid-process, adding or removing requirements. The key is to manage this proactively. Agree milestones at the outset – budget sign-off dates, guest list deadlines, venue confirmations – and keep a simple change log that tracks what shifted and how it affects time or cost. Transparency not only reduces stress, it builds trust.
From organiser to strategic partner
For me, this is what excites me most about the role of PAs and EAs in todayโs workplace. Events are not just diary entries on a calendar; they are strategic levers that shape culture, drive sales, and enhance brand reputation. When assistants learn to position events in these terms – aligning them with business goals, presenting budgets with authority, and speaking the language of ROI, they elevate their influence.
Iโve seen it happen repeatedly: the assistants who adopt this mindset donโt just get buy-in, they gain recognition as strategic partners. They are no longer โjust organising an eventโ – they are delivering business value. And in an age where human connection has never been more important, thatโs a contribution every company should be eager to support.
In a business world defined by hybrid working and digital tools, human connection has never been more valuable. And those who can champion and deliver meaningful events arenโt just supporting the business, theyโre helping to shape its future.
PA Life Upcoming Events page lists not-to-be-missed events for EAs and PAs to attend.
