Women Leaders in Meetings: Liz Irving

At the end of last year, Liz Irving was promoted to CEO of Clarion Events North America, capping a steady rise that began when she joined as VP of marketing in 2016. 

Irving got her start in the business events industry as a registration manager for Reed Exhibitions, a job she “fell into” after graduating college. She responded to a help-wanted ad in The New York Times.

VP attendee experience and acquisition, CEO of the Liz Irving Group, Irving held several roles before joining Clarion as VP of marketing in 2016. 

Irving is actively involved in various industry boards, including the Society of Independent Show Organizers (SISO) and UFI - the Global Association of the Exhibitions Industry. 

Clarion started in the gift and souvenir event space in 1995 and is now one of the fastest-growing event companies in North America. The company services 12 industry sectors, has seven offices, and more than 200 employees. 

“My curiosity to learn and to take what others didn’t want has afforded me the opportunity to really learn the business, know processes, and have the appreciation for the work that our teams perform and how best to help them unlock their potential,” said Irving.

Women Leaders in Meetings is a Skift Meetings series that celebrates remarkable female leaders who are not only excelling in the meetings and events industry but also championing inclusivity and diversity at the top. We highlight women who are breaking barriers, lifting others as they rise, and leaving a lasting legacy of empowerment. Through this series, we honor the achievements and impact of these inspiring women who are making a difference in the world of meetings and events.

What does leadership mean to you?

Leadership is about creating an environment where people can thrive and innovate. When they have a sense of purpose in their work they bring their best selves forward. It’s having the vision to anticipate challenges, the intuition to sense when your team needs support and the courage to make decisions that drive forward progress. To be a great leader you have to be present and understand the unspoken needs of both people and business. This ensures that the actions you take are fit both individuals and the organization.

A good leader sites clarity, inspires confidence, and fosters collaboration. They empower their teams, embrace change, and make decisions with both courage and empathy. Above all, great leaders build trust through transparency, accountability, and genuine care for the people they lead.

How would you define your leadership style?

My leadership style is collaborative, results-driven, and rooted in challenging the status quo. I believe in setting a clear vision while encouraging teams to think differently, take smart risks based on insight and data, and continuously improve. I push for innovation because we need to stay ahead of an evolving industry. At the same time I emphasize accountability, and that is true to myself and those around me. When you empower your team and give them ownership of their work, you truly can create trust and hold them to high standards, with the right level of support along the way.

Resilience, adaptability, and strategic thinking have been critical in my leadership journey. I’ve learned the importance of active listening to drive clarity and action. Another skill that I have been working on and continue to evolve is intentionality. Being deliberate in how I communicate, make decisions, and lead our team is critical. I find by doing so, I can create a transparent environment where people feel good and are empowered to do their best work for our customers.

How has your leadership style changed throughout your career?

Early in my career, I was very hands-on, focusing on execution. Don’t get me wrong, I am the first to still jump in and want to be hands-on at times. However, I have learned through mentorship and development that greater success comes from the power of delegation, trusting my teams, and focusing more on strategic direction rather than being in the weeds. I also have developed a greater appreciation for the human side of leadership and each day focus on how culture, morale, and mindset drive success.

As a leader, what are the challenges that keep you up at night?

Talent retention and ensuring that our teams feel supported and inspired are always top of mind. I also think a lot about how we continue to evolve as a business, how we innovate, stay ahead of industry trends, and deliver value to our customers. At the end of the day, our success is measured on the communities we serve. If we are not consistently finding ways to meet their needs, solve their challenges,  and connect them with meaningful experiences, we are falling short on value.

Which female leaders have inspired you the most?

There are so many amazing female leaders, so I’ll choose just a few to speak about. Outside of our industry, Brené Brown has done incredible work around vulnerability and courageous leadership. For years, I was taught to hold back emotions and to not show what’s really happening inside. When I finally found that vulnerability and courageous leadership could be my superpower, it helped me connect with more individuals. It was like a weight was lifted for me and I became a strong leader. 

Closer to our industry, Angela Scalpello, whom I am sure many of you know has been a guiding force in my own leadership journey. She has helped me to sharpen my self-awareness, acknowledge how I am showing up for my teams, and lead with greater intentionality. She helped me define my leadership style with my values and my strengths. Ultimately she has helped form my thinking about culture and team dynamics. Best of all, our relationship, which started with meetings at a dinner in Stamford, has blossomed into an amazing, supportive friendship, which I have greatly benefited from with all the ups and downs we face in life.

How has mentoring helped you become the leader you are today?

Mentorship has been invaluable. I have not only developed my leadership skills but found my voice at tables across the industry. I’ve learned so much from both formal mentors and peers and I realize that it’s not just about the advice you are given. It's about mentorship creating space for you to step into your own potential, challenge your thinking and build confidence in your decisions. Now, I see it as my responsibility to pay that forward by mentoring others both within Clarion and the industry at large.  

Can you share advice for aspiring women leaders in meetings?

Own your voice. Nan Walsh taught me this years ago, when she told me that I was in the meeting for a reason and she wanted to hear from me. Don’t wait for permission to speak, be ready for your meetings and those board conversations and contribute with confidence. Be prepared, be concise, and ask the right questions. Show you engaged in the conversations and be open to learning. And most importantly, support other women in the room. The more we uplift each other, the stronger we all become.