Olivia: Could you share a little bit about your professional background?

Jack: I left school at 16 and jumped straight into sales. After spending a few years in recruitment, I got my first, and only other, events job with a small organiser. I stayed there for a couple of years before deciding to start my own business. That choice was definitely driven by a huge amount of naivety and self-belief, but it worked out well!

Olivia: You launched PNE young, with very little funding. What do you think helped you grow the company so quickly? 

Jack: Looking back, we succeeded because of raw belief and drive. We started in 2018 with £20,000 which was a loan from my mum. We had three months of cash to get the business set up, find a venue, launch the brand and website, recruit delegates, pay myself (I was 24, I definitely didn’t have any savings to live on), secure a sponsor, and get paid by that sponsor to maintain cash flow. Somehow, we did it. Since then, we’ve continued to scale up and up.

One defining moment early on was when I (unofficially) snuck into a CloserStill event - something I’d not advise today! I ended up landing our biggest client for PNE’s first ever event that day, and they’re still with us now. I think that story also reflects how much I admired the CloserStill approach from the start. It set a benchmark for the kind of business I wanted to build.

Olivia: What did success look like to you when PNE first launched - and has that definition changed?

Jack: Honestly, and on reflection a bit embarrassingly; my initial goal was simply to be bigger than the company I’d worked for before starting PNE. This was something that happened pretty quickly and in hindsight, a goal that dropped just as quick.

Early on, financial success was the motivation, but I think as a mid-twenty-year-old we can all think that financial success is the be all and end all of everything. Now, success feels more purpose, fulfilment and people driven. During the pandemic, even as revenue grew, I felt incredibly low after delivering virtual events that fell short of our usual face to face event standards. I realised it’s not just about numbers - it’s about creating real value for clients and doing work I’m proud of. And honestly, the best part of the job is my team. Our energy, our ambition and the way we push each other to do better keeps work exciting every day.

Olivia: What’s one moment in PNE’s journey so far that you’re especially proud of but that some people might not know about?

Jack: One moment that stands out is how we performed during the pandemic. The pressure was intense, and while I wasn’t entirely  satisfied with the virtual events themselves, what we achieved under those conditions was a real test of adaptability and resilience. I’m also proud of the discipline we’ve maintained over the years. We could’ve expanded into other sectors, but we've deliberately stayed focused on the publicly funded space - healthcare, education, and government - because that's where our expertise has the greatest impact. That commitment has been a big part of our success.

Beyond business milestones, what matters most to me is watching the team grow. Seeing what people have accomplished at PNE, both professionally and personally, has been more meaningful than any single deal. 

Olivia: What do you believe is the most important thing to get right when creating meaningful events? 

Jack: If we just concentrate on delivering real value - getting the right speakers, relevant topics, and the right audience - we build a strong community. When that happens, sponsors naturally want to be part of it. Obviously, that doesn’t just happen, and we need to work hard for it, but I think ultimately, in theory, it’s that simple. It’s also about giving a platform to voices that haven’t been heard before, inspiring future leaders, and supporting innovations that improve lives. If we keep this focus on purpose and value, the business success will follow naturally.

Olivia: PNE has grown quickly. When you expanded internationally, what challenges did you encounter? How did you overcome them?

Jack: The operational differences were a huge challenge at first. For example, in the UK, we pay one rate covering accommodation, food, and venue but in the US, everything is itemised and more expensive. There are a lot more moving parts, but you have to roll with it and adapt. The key solution was being honest about what we didn’t know. That openness helped us find the right partners and suppliers which was key to navigate things like unions, local laws and the unknowns of doing business in the States.

Olivia: Did those differences ever make you question whether expanding was worth it?

Jack: No, because the opportunity outside the UK is huge. In the US, there are more hospitals, schools, universities, and funding across all our markets. It also means more for the team - US hours are tough, but the deal sizes are big, and so is the reward. For example, one of our events, Healthcare Partnership Network, only launched in the US in 2023, yet has already surpassed the UK version we’ve run since 2018.

Olivia: What excites you most about being part of the CloserStill group? 

Jack: CloserStill has a similar entrepreneurial spirit to PNE, something rare in a company of this size, so what really excites me is the opportunity to learn and grow. We share a strong overlap in the markets we serve, and being part of CloserStill gives the team access to experience, structure, and resources we simply didn’t have before.

On top of that, we have an incredibly good relationship with the board and direct access to leaders and entrepreneurs who have been through this journey before. That guidance and trust are invaluable as we take PNE to the next level.

Olivia: What do you see for the future of PNE? 

Jack: I believe we will keep aiming higher and higher and keep evolving our brands. We will continue to constantly look for more diverse speakers, more sponsors or how to engage the audience even further. There may never be a point where we’ll have it all figured out because there will always be something that can be better. We’re probably aiming for a standard we may never fully reach, but along the way, we keep learning, improving and adapting. That said, it’s important to take a step back and acknowledge what we’ve already achieved. Being proud of our work is just as vital as pushing forward.