DEVI PAULSEN-ABBOTT

I serve a team of 25 people across two offices in South Africa, which produces 14 events (virtual and in-person large scale trade shows, strategic conferences, awards programmes, training and workshop programmes), for the trade, hospitality, food, transport, mining, infrastructure and construction communities in Southern Africa.

I am responsible for steering, co-ordinating and working with functional teams (operations, content, marketing, sales, finance) as well as service providers, stakeholders and commercial partners, to develop and deliver events on budget and to the required and agreed to specifications.

Our goal is to ensure that we provide effective platforms for our communities to enable networking, thought-leadership, commercial activity and education programmes that have IMPACT on these industries.

Responsibilities include:

• Create and communicate (internally and externally), dmg events’ Southern African vision, mission and overall direction.
• Develop, recruit, train and motivate teams for the Southern African portfolio of events. (This includes recruiting full time or part time staff, appointing suppliers and ensuring that our events comply with health and safety legislation).
• Resolve any team weaknesses or gaps.
• Adopt all central systems and ensure the teams are maximizing the use of tools and technologies.
• Submit reports and forecasts for management meetings, ensuring our board are made aware of opportunities and risks.
• Formulate and implement strategic plans and goals which ultimately guide the direction of our projects and the local office. This includes working with the content team in appointing Advisory Boards who consult and advise the project team on the future-looking programme and content development of the events.
• Maintain awareness of both the external and internal competitive landscape, opportunities for expansion, customers, markets, new industry developments and standards.
• Act as local spokesperson and represent dmg events interests regionally, which also includes being the appointed fiduciary serving the best interests of care and good governance for the organisation.
• Orchestrate positive media coverage and stakeholder relations as public face of company

• Worked with the dmg events leadership team to roll-out the acquisition and integration of the South African business into the greater global business.
• I was asked to remain and take over the leadership of the South African office.

I was responsible for the successful launch of Hypenica both as a corporate entity as well as the 8 event products and 4 media products.

• Took overall P&L responsibility for the business and oversaw a team of 40, grew this from 8 people at launch.
• Led the business from a R0 ($0) revenue base to a R35 million turnover organization in 3 a year period. (Circa US$ 2,9 million).
• Directed cross-functional initiatives to ensure that products achieve key revenue, operational, strategic and marketing milestones - to ensure that our go-to market strategy is sound and that the launches are successful.
• Worked through a team of functional heads (Finance Director, Publishing Director, Head of Production, Head of Operations, Head of Sales and Project Directors) to ensure that products were delivered on time and on budgets - key achievement was increasing contribution/gross profits by 50%+ and footfall by 30% + YoY on our flagship event products.
• 5 years after co-founding Hypenica, I spearheaded the sale of its transport and construction events to dmg events which at the time of the sale.

I was invited by Hypenica's Chairman to launch Hypenica, during the 6-month contract my responsibilities included:

• Conducted due diligence with key stakeholders in order to validate thinking and commercial opportunities in chosen sectors.
• Set up of business structure (premises, administrative elements etc).
• Identifying revenue opportunities.
• Securing key sponsorships from stakeholders.
• Developed business, strategic and manpower plans.

I was with Spintelligent for 15 years during which time I launched a highly successful events team (in 2000), was promoted to COO (in 2005) and Managing Director (in 2010).

As COO I was accountable for the complete operations of the business overseeing the growth of individual product teams and units, ensuring overall progress of the company.

During this period, I supported the CEO and steered the team through the acquisition by Clarion Events. In September 2010 I was promoted to Managing Director and was responsible for a team of 55 - 60 people, across a number of offices internationally overseeing 15 event and 4 digital/print media products. Key focus areas and achievements included:

• Developed a strong management team to support the team and business as a whole.
• Evaluated strategy and direction of new and existing products ensuring innovation and growth year on year.
• Shared a vision internally and externally to make the business one of the leading media companies in Africa.
• Networking with existing and potential clients and competitors.
• Developed strategies to boost sales and profits and plan the future prospects of the business.
• Developed strategies to retain a skilled, hard-working and a fruitful team.
• Compiled and presented trading, P&L and progress reports for reference of the company and management stakeholders / board.