Designing Future-Fit Finance Events
The financial services (FS) industry is in a period of profound change.
Amid shifting regulation, new risks and rapid technological disruption, firms are under pressure to protect their reputations, deepen client relationships and deliver ever-higher returns.
Against this backdrop, events can be a powerful lever. Research shows that 95% of attendees trust brands more after an in-person event (Freeman Trust Report, 2025) – and highly trusted companies outperform their peers by up to 400% in market value (Deloitte). Clear proof of the value that genuine, face-to-face connection can create.
The challenge now is turning that potential into reality. How can FS event teams design experiences that build trust, drive connection and deliver lasting value?
That was the focus of our latest roundtable – the fourth in its series – hosted by EC Marketing Director Abby Hartley, Client Director Jessica MacGillivray and Strategy Lead Amelia Parmiter, with special gu
1. Stakeholder buy-in starts with strategy
A recurring challenge around the table was stakeholder buy-in. Many FS event professionals still face scepticism and reduced investment, as internal leaders underestimate the value of events.
The solution is to start with strategy. As Katherine noted, events are only one part of a wider marketing ecosystem – so they must align closely to both marketing and business objectives.
Involve key stakeholders early to define clear goals: what the event needs to achieve and how it supports broader priorities. Capturing pre-event data around what attendees are looking to gain from their events or any intent data if sales meetings/lead generation is the goal. This ensures effectiveness can be measured post-event and makes future investment easier to justify.
At EC, this approach is fundamental. We always establish the why before the what and how: why the event exists from a commercial or brand perspective, what memories or behaviours it needs to influence, and how to deliver that through design.
It’s equally important to speak the language of senior leaders. Executives respond to numbers, not anecdotes – so use data to tell a story about business value.
And sometimes, the best way to prove impact is to show it. As one roundtable participant suggested, invite stakeholders to experience your
strongest events first-hand.
2. Design with intent
With budgets tightening, every element of an event – from content to catering – must support its desired outcomes.
For example, Investec wanted to build an ongoing conversation with clients to drive a deeper emotional connection to the brand. Katherine and her team crafted an elevated wine-tasting experience debating old world vs new world wine. It was a strategic choice: event themes were based on passion points of their target audiences and designed to convey the brand narrative and culture of debate, while the experience delivered genuine value for attendees through education, entertainment and connection. Participatory mechanics – like asking guests to choose a side both on entry and exit – boosted memory recall, and six weeks later each attendee received a bottle of their favourite wine, extending the event’s impact far beyond the day.
That level of intentionality is what EC helps brands systemise. Our Experience Design Principles (EDPs) – grounded in behavioural science – provide a framework for designing experiences that deliberately influence memory and behaviour. Many event professionals already tap into these psychological levers instinctively; the difference is making that process conscious and evidence-based. Every element is considered through the lens of the event’s objectives, ensuring outcomes aren’t left to chance.
3. Focus on controlling the controllables
Proving impact remains a major challenge. Data is often fragmented, and not every organisation has the infrastructure to track ROI well.
Take a pragmatic, progress-first approach: control what you can, measure what’s possible, and use that evidence to build momentum for change.
Where data integration exists – for example, through platforms such as Salesforce or HubSpot – event teams can link attendance to pipeline progress and long-term engagement. Where it doesn’t, they can still set clear KPIs, track what’s measurable and use available insights to demonstrate value.
If effective measurement is beyond reach, focus on other efficiencies. Streamline efforts, standardise processes and optimise resources to make budgets go further. Don’t focus on what you can’t do; focus on what you can.
4. Build breathing space into the agenda
Stakeholders can be resistant to downtime within event programmes. Many internal sponsors want to maximise content delivery – pushing back on coffee breaks or hour-long lunches.
But these “palette cleansers” (as we call them) are essential. They allow attendees to absorb information, recharge mentally, and make the most of networking opportunities. Breaks also show respect for the attendee agenda – especially at international events, where participants may need time to connect with family or colleagues.
If traditional breaks are a hard sell, there are creative in-room alternatives that don’t require attendees to leave their seats, like a five-minute group stretch, a short guided reflection, or distributing ginger shots. The key is to create moments of respite that maintain energy and engagement throughout the day.
5. Design for genuine connection
The subject of networking came up in the discussion – and how it’s no longer enough to simply bring people together. The real opportunity lies in creating experiences that connect people through shared purpose, learning and conversation.
As Katherine explained, Investec often looks at alternative ways to bring people together at industry trade-shows in the form of private dinners to encourage deeper conversation rather than trade-show stands. Beyond that, the team carefully curates guest lists to ensure the right people are in the room – they know clients are time poor, value connections and unique experiences . Both approaches prioritise relevance and quality of conversation, helping to build stronger, more valuable relationships and a sense of community
6. Partner where it counts
As demands rise and resources tighten, FS event teams must decide where to bring in external expertise, and where to empower others in the business to create their own events.
Agency partners remain essential when scale, creativity or technical precision matter most. They enable teams to flex resources, maintain quality and stay ahead of fast-moving trends – such as the ever-evolving world of event technology.
For smaller or lower-stakes events, a self-serve model can help protect internal resource. By providing colleagues with toolkits and templates, teams can enable others across the business to deliver simple events themselves – freeing the central events team to focus on high-impact moments that drive real strategic value.
Ultimately, it’s about prioritisation. Invest where external expertise will make a tangible difference, and create smart systems to deliver low-stakes events efficiently.
Want to keep the conversation going?
This overview shares just a few of the insights from EC’s latest roundtable. If you’d like to explore how your events can build brand confidence, strengthen relationships and deliver measurable business impact, we’d love to talk.
