Team Offsite Coordination

𝗪𝗵𝗮𝘁 𝗶𝗳 𝘄𝗲 𝗰𝗿𝗼𝘀𝘀 𝟮°𝗖 𝗯𝘆 𝟮𝟬𝟯𝟳 𝗮𝗻𝗱 𝟮.𝟱°𝗖 𝗯𝘆 𝟮𝟬𝟰𝟴? That’s not worst-case modelling. That’s the average projection across 𝘕𝘈𝘚𝘈, 𝘕𝘖𝘈𝘈, 𝘌𝘙𝘈5 and other leading datasets (𝘍𝘰𝘴𝘵𝘦𝘳 & 𝘙𝘢𝘩𝘮𝘴𝘵𝘰𝘳𝘧, 2025). This changes the game for long-term investors. 𝗧𝗵𝗲 Financial Conduct Authority’𝘀 𝗔𝗕𝗖 𝗖𝗹𝗶𝗺𝗮𝘁𝗲 𝗔𝗱𝗮𝗽𝘁𝗮𝘁𝗶𝗼𝗻 𝗙𝗿𝗮𝗺𝗲𝘄𝗼𝗿𝗸 𝗼𝗳𝗳𝗲𝗿𝘀 𝗮 𝘀𝘁𝗿𝗮𝗶𝗴𝗵𝘁𝗳𝗼𝗿𝘄𝗮𝗿𝗱 𝗮𝗽𝗽𝗿𝗼𝗮𝗰𝗵: 𝗔 – 𝗔𝗶𝗺 𝗳𝗼𝗿 𝟭.𝟱°𝗖 But let’s be honest, 1.5°C may be breached by 2026. So, while ambition matters, we must plan for where we’re heading, not just where we hope to stay. 𝗕 – 𝗕𝘂𝗶𝗹𝗱 𝗳𝗼𝗿 𝟮.𝟬°𝗖 Use 2.0°C as your strategic baseline. Design resilience into your Strategic Asset Allocation (SAA), risk models, and mandates across tangible assets, infrastructure, property, fixed income and equity portfolios. 𝗖 – 𝗖𝗼𝗻𝘁𝗶𝗻𝗴𝗲𝗻𝗰𝘆 𝗳𝗼𝗿 𝟮.𝟱°𝗖 Stress test for systemic shocks. Ask: how would our portfolio perform under cascading physical risks, e.g. floods, fires, crop failure, migration, and water stress? And who in our ecosystem is modelling this seriously? 𝗧𝗵𝗿𝗲𝗲 𝗤𝘂𝗲𝘀𝘁𝗶𝗼𝗻𝘀 𝘁𝗼 𝗱𝗶𝘀𝗰𝘂𝘀𝘀 𝗮𝘁 𝘆𝗼𝘂𝗿 𝗻𝗲𝘅𝘁 𝗾𝘂𝗮𝗿𝘁𝗲𝗿𝗹𝘆 𝗯𝗼𝗮𝗿𝗱  1. Are our portfolios priced for physical climate risk, not just transition risk?  2. How are our managers building climate resilience into strategies and valuations?  3. What does a 2.5°C contingency plan look like for our fund? 𝗔𝗰𝘁𝗶𝗼𝗻: Add the FCA’s ABC framework to your next Board or Investment Committee agenda. Use it to test your governance, your SAA and your managers. This is no longer about TCFD reporting. It’s about risk, portfolio resilience, and future-proofing outcomes for your members. 𝗥𝗲𝗮𝗱 𝘁𝗵𝗲 𝗳𝘂𝗹𝗹 𝗙𝗖𝗔 𝗖𝗙𝗥𝗙 𝗿𝗲𝗽𝗼𝗿𝘁: 𝗠𝗢𝗕𝗜𝗟𝗜𝗦𝗜𝗡𝗚 𝗔𝗗𝗔𝗣𝗧𝗔𝗧𝗜𝗢𝗡 𝗙𝗜𝗡𝗔𝗡𝗖𝗘 𝗧𝗢 𝗕𝗨𝗜𝗟𝗗 𝗥𝗘𝗦𝗜𝗟𝗜𝗘𝗡𝗖𝗘 https://lnkd.in/eYcysQnx #AdaptationFinance #BoardAgenda #ClimateAdaptation #ClimateRisk #CFRF #FCA #ABC #FiduciaryDuty #StrategicAssetAllocation 

Here’s my 4-step playbook for creating incredible marketing events (especially if you’re working with a 12-person team, like us): 1. Secure a game-changing keynote anchor Why it's critical: Compiling a mind-blowing marquee speaker talent lineup fast tracks early credibility better than any other leverage point. How I executed: • Constructed my fantasy speaker list spanning modern marketing luminaries like Salesforce’s Colin Fleming and Marketo founder Jon Miller • Crafted custom pitches aligning their trailblazing backgrounds with my event vision and goals (comment if you want an example of my pitch!) • Secured verbal holds from Colin plus 2 other unmissable headliners 1. Scout a inspiring, unexpected venue location Why it's critical: Pushes the norm, and highlights an undervalued community How I executed: • Researched vibrant cultural epicenters beyond boring hotel ballrooms • Prioritized talent travel convenience above broader attendee geography perks if required • My cousin lives in Brooklyn - so I fell in love with artsy Williamsburg energy and waitlisted The William Vale overlooking Manhattan skyline • Aligned flexible deposit dates once marquee talent formally committed 1. Confirm optimal calendar alignment Why it's critical: Cement dates overlapping with availability of any immovable VIP speakers before paying venue deposits. How I executed: • Checked target timing against industry event conflict calendar once speakers tentatively committed, cutting out other conf dates competing for my audience • Knew I had room to adjust venue if speaker schedules ultimately shifted 1. Throw some branding on it Why it's critical: Distill your distinct experience into evocative event name, messaging and aesthetics that generates hype. How I executed: • As Hopin's CMO, I created this event concept, inspired by New Year’s Eve. I envisioned the future of events as intimate in-person gatherings, multi-site, with a global digital broadcast. • Once we landed on Goldenhour, the website copy clearly positioned our value proposition and focus • Began producing graphics and content to promote the event on social and through email I’ll be posting more details about event prep and logistics (including some BTS footage of a documentary we’re filming!) — what questions do you have for me? 👇

Earlier-stage & smaller businesses struggle with the ROI of running events and other activities like PR. Evaluating success by directly measuring what an event generated in opportunities. Be it sponsoring or running one. But alas, this is not the right way to think about events. Events, like PR, are awareness-generating activities. It's the very top of the funnel. These activities are notoriously difficult both in terms of cost-efficiency & accuracy of measurement. Instead of trying to measure the short & medium-term impact, it's best to think about them like muscle-building. It's slow, arduous and takes a long time to show a result. But, some questions pop up: • How much should you spend? • How many events should we be doing? The answer to these questions should first be qualified: Is your target audience there? If you can't answer that question, either you aren't mature enough to have resolved product-market fit (in that case, investing in awareness activities is premature), or you haven't gone deep enough to evaluate whether that event is a good fit for your business. As to the right events, you want to hit the ones with the highest concentration of your ideal customer profile. So if going to: A. Websummit where there's 100k people but only 0.5% match your potential target audience, or B. SaaStock with 2k people but 50% are the right fit Then the latter makes more sense - 1k instead of 500 people who fit the criteria means a 2X probability of impact. Budget: Assign a % of your total marketing budget (typically a % of total revenue) to these activities each year. Typically 40-70% of total marketing budget should go to awareness. Only do that once you've maxed out your daily budget on channels that tap into an immediate need state like Google ads. Be mindful of wastage; spending your money on reaching more of your audience is more effective than hiring more people or investing in your tech stack. Building relationships and brand notoriety takes time, the only way to accelerate it is by spending more money. Stay memorable using cut-through creative so people think of you when they need help. A couple of examples I recently heard about: • One company hired a bus at an event, taking attendees from the event into the bus parked outside (5X'ing their real estate) • Another hired a car and interviewed people from the event, broadcasting it during the experience, creating a buzz. Instead of obsessing over measurement, focus on reaching the right people frequently enough to be remembered.

Events typically account for 21% of corporate marketing budgets according to Splash (SplashThat.com), which means that if your marketing budget is $1M per year, $200,000 will be allocated to event marketing. To achieve a good return on investment from event marketing, it's important to consider the following: 1. Forecast the challenges that your Ideal Customer Profile (ICP) will face in the future and lead the way in changing their mindset, behavior, and approach to implementing solutions. 2. Plan events at different stages of the marketing funnel: - For awareness, consider panel talks, conferences, founder live sessions, debates, and community meetups. - For consideration, host thought webinars, case study deep dives, and events with partners. 3. Set measurable metrics for events, including: - The number of relevant ICPs invited - The number of relevant ICPs who attended - Brand affinity - Net Promoter Score (NPS) - Brand reach generated - Demos - Signups - Potential revenue (in case of longer sales cycles or time-to-paid conversions for shorter cycles) - Sentiment of people who talked about the event - Number of people referred to for future events. 4. It is recommended to have a combination of personal and automated communications throughout the event campaign. Personal Communications: - Invitations from the founder - Invitations to team members - Shoutouts to the community - Shoutouts to creators - Promotions for influencers Automated Communications: - Sending necessary communications to educate and entertain attendees, as well as to set expectations regarding what to look forward to during the event. - Conducting surprise polls and contests during the event. - Configuring email/phone number automations based on the relevant ICPs (Ideal Customer Profiles) with appropriate messaging. Hope this helped today for anyone who wants to crack #eventmarketing in #b2b. Feel free to share it within your org and help your peers grow.

The #1 reason families return to the same tournaments year after year? The EXPERIENCE — not the outcome. Teams remember champions for a season. Families remember moments for a lifetime. That’s why Ripken Baseball’s new 12U Ripken Nationals Launching in 2026 with regionals starting March 2026 Isn’t just another championship. It’s a case study in experience architecture. They’ve turned a weekend of games into a four-day journey: Opening ceremonies. Skills challenges. Player intros under the lights. Pro-level photos and hometown storylines. Here’s what the best directors understand: You don’t need Ripken’s budget to build Ripken-level moments. You need intentional design. Here’s your playbook to turn your next showcase into an experience families can’t stop talking about: ✅ 1. Map the Journey Before the Schedule. Create a one-page “Experience Map” from arrival to departure. Ask: What do families see, hear, and feel at every touchpoint? If your first impression is a chaotic check-in table, you’ve already lost emotional momentum. ✅ 2. Script One Signature Moment. Pick a tradition that becomes your identity, an opening parade, custom intros, or a parents-vs.-players game. Make it so good that families film it every year. ✅ 3. Partner Like a Pro Event. Pitch your Convention & Visitors Bureau (CVB) or local tourism office on co-branding your event. Offer them exposure in exchange for hospitality bundles, hotel blocks, or sponsor support. ✅ 4. Sell Emotion in Your Marketing. Don’t post “8U registration open.” Post “Where your child’s first walk-up song becomes a family memory.” Emotion is what sells commitment. ✅ 5. Capture and Package Memories. Hire a local student photographer or media intern to film highlight reels and team portraits. Send every family home with a keepsake they’ll share and tag your program in. Here’s the hard truth: Programs that just run tournaments compete on price. Programs that design experiences compete on loyalty. Families don’t come back because they have to. They come back because they want to relive it. — 🧠 Want real-world strategies for building sustainable, culture-driven programs? Subscribe to Grow the Game, your leadership playbook for youth sports: 👉 https://lnkd.in/gFwgbm3t

Dear Lebanese beauty brands, please stop doing Pilates events. I promise there are so many better ideas to steal. Ideas that actually make sense for your brand. If you're a haircare brand, why not host a Hair Day? Teach people about hair porosity. Bring in a trichologist. Help them understand their scalp. Let them create their own hair oils. Give them something they'll actually remember. If you're a skincare brand, run skin consultations or ingredient workshops. If you're a fragrance brand, let people blend their own scent. Create experiences that only your brand can own. Because every time I see another Pilates event, I notice the same thing. No one's really there for the experience; everyone's holding up their phones, filming the workout, taking photos, and waiting for the content to be over. The irony is that the biggest offline trend right now is the opposite. People are craving spaces where they can disconnect and build communities. Tactile hobbies like clay workshops, painting nights, knitting circles, journaling sessions, book clubs, skincare rituals, flower arranging.... People love belonging. They love finding "their" community. And when they leave an event feeling like they learned something, connected with people, or discovered something about themselves, that's what makes them come back. That's the purpose of an event. Community marketing isn't about getting people into the same room nor the aesthetics of the room. It's about giving them a reason to come back. And that starts by creating an experience your brand is uniquely qualified to host, not the one everyone else copied this month.

A Risk Register: Your Most Powerful Risk Management Tool Every organization faces uncertainty. The question is — how well are you tracking it? A Risk Register is not just a spreadsheet. It’s a living document that enables teams to systematically identify, evaluate, and manage risk in real-time. Whether you’re leading a project or running an entire enterprise, maintaining a dynamic risk register is a critical success factor. Here’s how to build and maintain a risk register effectively: 1. Identify Risks Start by gathering input from past projects, lessons learned, and expert checklists. This creates a solid foundation for your risk list. 2. Describe Risks Each risk should have a clear, concise, and specific description. Categorize it (e.g., financial, operational, compliance) to understand context and relevance. 3. Assess Risks Evaluate the likelihood of occurrence and impact on the organization. Multiply these to get the risk score, which helps in prioritization. 4. Assign Risk Owners Every risk needs a clearly accountable owner — someone with the authority and resources to manage the risk actively. 5. Mitigation Strategies Define actions to reduce risk likelihood or impact. These should be practical, time-bound, and regularly reviewed. 6. Contingency Actions If a risk does occur, what’s the backup plan? Contingency plans ensure the organization responds swiftly and with confidence. 7. Monitor & Update Risks evolve. So should your register. Regularly track status (open, in progress, closed), update actions, and reassess risk scores. ⸻ Pro Tip: A great risk register includes: • Risk ID • Category, Likelihood, Impact, Score • Owner, Mitigation, Contingency Plans • Dates (identified & last updated) • Status Bottom line: A well-maintained risk register turns uncertainty into manageable insight. It aligns teams, informs strategy, and protects value. #RiskManagement #RiskRegister #EnterpriseRisk #ProjectManagement #Governance #InternalControls #ERM #Compliance #OperationalRisk #Leadership #Strategy #Mitigation #RiskAwareness #ContingencyPlanning

#USAID In these fluid and unprecedented for many (but not for some of us) times, it's important to remember that the continuity of government liabilities under contracts—and in many cases, even under some grants (even though most USAID grants are discretionary)—is not necessarily in question yet. There is a path to recovering legitimate costs, and more options will likely emerge as the situation unfolds. While it may be tempting to throw your hands up and assume recovery is impossible, a more prudent approach is continuity planning. This means assessing your existing accrued liabilities as if your grant or contract were terminated tomorrow. Consider the costs your organization would need to cover to properly close out—those liabilities already exist. This is not just good governance; it’s critical risk management, especially when it comes to local obligations made to contractors, grantees, and other partners. You remain solely responsible for these liabilities, and failure to address them could result in adverse local actions that may carry legal, safety or reputational consequences. Your first priority should be making decisions on how to cover these obligations without relying on potential government recovery yet. This assessment will also help determine how long you can continue operations under a suspension and whether you may need to self-terminate (for grants) or default and attempt to convert to a Termination for Convenience (T4C) for contracts. Proactive #planning now can make all the difference later.

We’ve built an entire federal agency to swoop in and protect depositors when they lose access to their funds due to a bank’s failure to manage its financial risks. But who swoops in to protect depositors when they lose access to their funds due to a bank’s failure to manage its operational risks? Nobody. That’s the clear lesson of the Synapse bankruptcy. If you think it’s a lesson that’s somehow contained to the banking-as-a-service ecosystem, think again. Operational failures that impair customer access to funds can and do occur at depositories of all shapes and sizes. Earlier this year, a credit union in my area suffered systems issues that temporarily prevented many of its depositors from accessing their funds. In my own experience, I’ve twice had megabanks cut off access to my “demand” deposits for several days due to their own operational errors. I know I’m not alone. If you’re concerned about your depositors’ exposure to operational risks - or your ability to address examiner questions about those exposures in the post-Synapse environment - here are some simple steps you can take: ◼️ Use risk assessment to understand your key operational vulnerabilities ◼️ Use contingency planning to mitigate those vulnerabilities and pinpoint needs for additional mitigation measures ◼️ Conduct periodic tabletop exercises to ensure both that your contingency plans work, and that key team members thoroughly understand their responsibilities

𝐇𝐚𝐧𝐝𝐥𝐢𝐧𝐠 𝐑𝐢𝐬𝐤 𝐢𝐧 𝐒𝐜𝐫𝐮𝐦: 𝐘𝐨𝐮𝐫 𝐐&𝐀 𝐆𝐮𝐢𝐝𝐞 𝐭𝐨 𝐒𝐮𝐜𝐜𝐞𝐬𝐬! Managing risks in Scrum isn’t just about resolving issues—it’s about staying ahead and ensuring seamless project execution. Let’s dive into some frequently asked questions about mitigating risks in Scrum and explore strategies to keep your team agile. ➡️ 𝐇𝐨𝐰 𝐂𝐚𝐧 𝐃𝐞𝐟𝐢𝐧𝐢𝐭𝐢𝐨𝐧 𝐨𝐟 𝐃𝐨𝐧𝐞 (𝐃𝐨𝐃) 𝐇𝐞𝐥𝐩 𝐌𝐢𝐭𝐢𝐠𝐚𝐭𝐞 𝐑𝐢𝐬𝐤𝐬? 𝐐: What role does the Definition of Done (DoD) play in risk management? 𝐀: DoD is your safety net. Incorporate risk-related criteria into the DoD—like code reviews, automated testing, or performance benchmarks. By ensuring every increment meets quality and safety standards, you minimize risks tied to incomplete or suboptimal work. ➡️ 𝐇𝐨𝐰 𝐂𝐚𝐧 𝐄𝐧𝐠𝐚𝐠𝐢𝐧𝐠 𝐒𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫𝐬 𝐑𝐞𝐝𝐮𝐜𝐞 𝐑𝐢𝐬𝐤? 𝐐: Why is stakeholder collaboration critical in Scrum? 𝐀: Sprint Reviews provide the perfect opportunity to collaborate with stakeholders. Their feedback helps uncover risks like evolving requirements, market trends, or dependencies. By aligning with stakeholders early, your team can pivot quickly and avoid surprises. ➡️ 𝐖𝐡𝐲 𝐃𝐨𝐞𝐬 𝐂𝐨𝐧𝐭𝐢𝐧𝐮𝐨𝐮𝐬 𝐌𝐨𝐧𝐢𝐭𝐨𝐫𝐢𝐧𝐠 𝐌𝐚𝐭𝐭𝐞𝐫? 𝐐: How can teams keep track of risks effectively? 𝐀: Visualization tools like burn-down charts or risk trend graphs help track risks alongside progress. Teams should reassess risks during Backlog Refinement or other informal discussions to stay proactive and informed. ➡️ 𝐇𝐨𝐰 𝐂𝐚𝐧 𝐂𝐨𝐧𝐭𝐢𝐧𝐠𝐞𝐧𝐜𝐲 𝐏𝐥𝐚𝐧𝐧𝐢𝐧𝐠 𝐇𝐞𝐥𝐩? 𝐐: What if unexpected risks arise mid-Sprint? 𝐀: Flexibility is key. Build a buffer in your Sprint to address high-priority risks as they arise. Use Scrum’s adaptive nature to pivot seamlessly when risks materialize, ensuring minimal disruption to the workflow. ➡️ 𝐀𝐠𝐢𝐥𝐞 𝐑𝐢𝐬𝐤 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐅𝐫𝐚𝐦𝐞𝐰𝐨𝐫𝐤𝐬 𝐐: 𝐂𝐚𝐧 𝐒𝐜𝐫𝐮𝐦 𝐢𝐧𝐭𝐞𝐠𝐫𝐚𝐭𝐞 𝐰𝐢𝐭𝐡 𝐟𝐨𝐫𝐦𝐚𝐥 𝐫𝐢𝐬𝐤 𝐦𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐭𝐨𝐨𝐥𝐬? 𝐀:Absolutely! Frameworks like RAID (Risks, Assumptions, Issues, Dependencies) logs or Failure Mode and Effects Analysis (FMEA) enhance Scrum’s risk-handling capabilities. These tools provide a structured way to analyze and address risks without disrupting the Agile flow. 𝐂𝐥𝐨𝐬𝐢𝐧𝐠 𝐓𝐡𝐨𝐮𝐠𝐡𝐭𝐬 Risk management in Scrum is a dynamic, collaborative effort. From refining the DoD to leveraging Agile frameworks, embedding these practices ensures your team stays resilient and delivers value consistently. What do you think of these strategies? Do you have specific questions or topics you’d like me to cover in future posts? I’d love to hear your thoughts and insights! 👉 Follow Chandan Kumar for regular updates, practical advice, and expert guidance on Agile and Scrum practices. Together, let’s tackle risks and unlock project success!