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There are very few that know how to reposition a venue and unleash a new revenue stream like Adam Quigley. Wesley Mendy | Prestige Events Magazine
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You don't know who to trust in the events world! Everyone seems to just be selling to you. Then you meet, Adam, Adam is the one who makes you...
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I have had the privilege of working closely with Adam for several years as his client at Ministry Venues. I met Adam when I was relatively new to the...
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After knowing Adam for a number of years I thought it is only right to put in writing what I've been saying. Knowledge - second to none. Desire to solve...
Brief:
In 2016, Ministry of Sound approached me to interview for the Head of Events role, a pivotal position within the organisation responsible for venue hires. With the previous head departing, there was a pressing need to revamp the struggling department. During the interview, it became evident that a comprehensive strategy was lacking, providing an opportunity to implement transformative changes.
The company sought comprehensive enhancements across all facets of the underperforming department, which had been receiving subpar feedback from clients. While financial improvement was the primary objective, it was evident that fundamental improvements were imperative to drive sustainable growth.
Analysis:
Upon assuming the role, my first task was conducting an extensive analysis of the business, procedures, and practices. This in-depth assessment spanned over three months and encompassed various aspects such as the client base, financials, marketing strategies, event delivery, suppliers, client journey, systems, staffing, and feedback analysis.
Armed with insights from the analysis phase, the subsequent step was to formulate a strategic plan aimed at addressing the identified shortcomings and unlocking untapped potential. This involved synthesising findings from the analysis phase, identifying key areas for improvement, and devising actionable strategies to drive positive change. While some immediate improvements could be implemented, it was essential to validate and refine the plan meticulously to ensure alignment with organisational objectives and stakeholder expectations.
Focus:
The initial focus areas of the strategic plan centered on enhancing the standards of event delivery, streamlining sales enquiry processes to improve responsiveness and effectiveness, and optimising the overall client journey and experience. These priority initiatives were chosen based on their potential to deliver significant impact in the short term while laying the groundwork for b
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Brief:
In 2012, I received an invitation to return to The Bloomsbury Ballroom as a consultant, extended by the venue's new owner. My history with the venue dated back to its inception in 2006, when I played a pivotal role in its launch under the Vince Power Music Group banner. Following the successful establishment of the venue, I remained onboard as its operator until the parent company faced administration in January 2011.
It's important to clarify that the company's insolvency wasn't attributed to the venue's operations, as all venues, including The Bloomsbury Ballroom, continued to operate profitably. Rather, external factors beyond the realm of venue operations precipitated the company's financial challenges.
The new proprietor, hailing from a background in clubs and bars, aimed to revitalise The Bloomsbury Ballroom and restore it to its former glory. Lacking prior experience in the Events Industry or venue management, the owner sought expertise to navigate the intricacies of event venue operations.
Analysis:
Leveraging my in-depth familiarity with the venue and its past operations proved to be a significant asset. However, our objective wasn't merely to replicate the venue's previous incarnation. Instead, we devised a strategic plan aimed at elevating it into a refined and more prestigious establishment than ever before. Following a two-year closure, during which the venue underwent a cosmetic makeover, I set out to assemble and empower the sales and event teams.
Situated on Bloomsbury Square in Holborn, The Bloomsbury Ballroom boasts stunning art deco architecture. Its prime location, coupled with a spacious interior, enables it to host up to 880 guests standing, 500 in theatre-style seating, and 300 for dining. Featuring marble entrances, Grade II listed doors and floors, and abundant natural light, the venue exudes charm and sophistication from the moment guests arrive.
Focus:
Although the venue boasted beauty, ample space, and versatility, it was i
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Troxy Brief:
In 2011, I was offered the role of Operations Director at Troxy, which presented a fresh challenge. The objective was clear: to boost the venue's capacity from 2,661 to 3,100 people while minimising capital investment. This ambitious task was to be accomplished within a tight 2-year timeframe, allowing Troxy to fully leverage its expanded capacity and tap into the lucrative live music market.
In addition to the primary objective of increasing venue capacity, my role as Operations Director at Troxy encompassed comprehensive management of venue operations. This involved overseeing all aspects of health and safety protocols, as well as ensuring seamless event delivery.
Analysis:
The venue, originally a majestic art deco cinema dating back to 1933, had undergone a transformation into a contemporary event space. Initially designed to accommodate 3,500 people theatre-style for cinema screenings, its vast 15-meter-high ceilings and spacious floor area presented what seemed like a straightforward task.
However, navigating the complexities of modern regulations and the venue's listed building status proved challenging. Changes in fire safety regulations since 1933 necessitated a careful reassessment of the venue's exits. Additionally, the presence of asbestos throughout the structure added another layer of complexity to any renovation plans.
While the venue boasted 21 exits on its exterior, internal considerations and shared access points posed accessibility challenges. These factors underscored the importance of meticulous planning and adherence to safety standards in the venue's transformation process.
Focus:
The focus had to move away from the outside exits as these were not able to be changed due to listing or structure reasons. Instead my efforts were redirected to the inside exits which whilst a lot were fixed, there were some areas that could be improved with minimal cost and would not impact on the overall operations of the venue.
Exit Doors
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Expertise
- Events
- Event Sales
- Event Consultation
- Business Strategies
- Business Strategy
- Business Strategy & Operation
- business strategy consultants
- Event Administration
- EVENT SALES TRAINING
Summary
Experienced events consultant with over two decades of expertise in sales, marketing, event management, and business strategy.
Experience
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The Events Consultant
Director
- Current
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Ministry Venues
Director
101 - 500 Employees 2016 - 2024Expanding the company, looking for new growth opportunities and higher level company functions
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EventHuddle
Director
1 - 5 Employees 2019 - 2024A free monthly networking event where topical debates are discussed by a panel of experts.
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The Ministry
Head of Workspace
21 - 100 Employees 2019 - 2021 -
Location House
Consultant
6 - 20 Employees 2016 - 2016 -
The Bloomsbury Ballroom
Consultant
1 - 5 Employees 2013 - 2016 -
Venue Event Search
Director
1 - 5 Employees 2013 - 2016 -
B&B London
Consultant
21 - 100 Employees 2013 - 2013 -
Troxy
Operations Director
21 - 100 Employees 2011 - 2012 -
The Bloomsbury Ballroom
Event Director
21 - 100 Employees 2006 - 2011 -
Mean Fiddler Music Group
Area Manager
101 - 500 Employees 2003 - 2011 -
Northern Ballet
Soloist
21 - 100 Employees 2003 - 2003 -
Israel Ballet
Principal
21 - 100 Employees 2000 - 2003 -
The Royal Ballet
Dancer
101 - 500 Employees 2000 - 2000
