VP Event Services

Mission – Why We Exist, What We Do, and Why We Need You

SpotMe is a leading B2B event platform that helps enterprises increase the impact of their events by delivering CRM-connected, high-quality experiences across in-person, virtual, hybrid events, and webinars. With a strong focus on life sciences, SpotMe powers Onomi: an HCP engagement product that enables medical and commercial teams to run impactful congresses, symposia, advisory boards, and webinars. Together, SpotMe and Onomi turn events into a company’s most effective engagement channel.

We are searching for the right person to join the executive team of a SpotMe as VP Event Services, reporting directly to our CEO.

This is a leadership position which includes building a worldwide team of internal talents and contactors (“SpotMe Associates”) (10%), making direct hands-on contributions to experience/process design and staff upskilling (20%), managing the professional services event delivery (24 FTEs) (30%), handling customer feedback and escalations (20%), conducting remote/onsite services inspection and quality assurance (10%), and reporting on services performance (revenue/gross margin) to CFO/CEO/board while actively contributing to the company executive team (10%).

Unlike competitors who treat services as an afterthought, we have positioned Professional Services as a core profit center and key differentiator in the event technology space. Leading the company's largest team, you will foster a culture of revenue growth, value-add, excellence, relationship-building and service orientation in event delivery.

What We Need From You

In your first 2 months, get your hands dirty and diagnose what needs to change

• Embed yourself in 4+ event projects (both remote and onsite) to learn our product, processes, and how we actually deliver for customers from assignment to QA to launch to closure

• Shadow projects end-to-end in Salesforce and Kantata to understand our operational systems and identify gaps

• Meet every team lead, top associates, and key vendors to assess performance

• Present your diagnosis to the executive team and board: what's working, what's broken, and your 90-day action plan

In your first 4 months, install the fundamentals that drive motivation, revenue and accountability

• Launch a new incentive program that ties compensation directly to revenue growth, utilization/margin, and customer satisfaction

• Define clear utilization targets and accountability measures for every team member

In your first 12 months, transform services from a cost center to a revenue engine

• Grow core services revenue by 20% YoY while maintaining 50% gross margin

• Shift the team's service mix away from commoditized remote delivery toward high-skill, high-margin work

• Build repeatable processes for project continuity to maximize the customer experience

• Create a culture where the team sees themselves as revenue generators, not just service providers

What You Need To Be Great At

• Being hands-on: you don't delegate understanding the core stuff. You've done this event delivery work on the ground and can troubleshoot alongside your team.

• Driving revenue accountability: you've transformed services teams from "we deliver what's sold" to "we drive repeat orders through excellence." You break revenue/margin goals into daily behaviors.

• Uncomfortable conversations: you deliver hard feedback, manage out underperformers, and push back on unreasonable customer expectations without avoiding conflict.

• Building processes that stick: you create playbooks and programs that teams actually adopt, not just documents that sit in a folder.

• Managing distributed hybrid teams: you've led employees and contractors across countries/time zones and know how to create accountability when people aren't in the same room.

What We Are Most Curious About

• What are the 2-3 biggest mistakes you see leaders make when trying to shift a services team from operational delivery to revenue orientation? How have you avoided them?

• Walk us through your approach to handling a major live-event crisis. What are the 2-3 things you always do in the moment, and what do you always do after to prevent it happening again?

• What's your philosophy on how deep a services leader needs to go technically? Give us an example of a time you had to personally get into the weeds on a product or technical issue

• What are the 2-3 things you have seen working well that have significantly increased delivery quality and customer service?

SpotMe recruits, compensates, and promotes regardless of race, color, religion, gender, gender identity or expression, sexual orientation, national origin, genetics, disability, age, parental status, or veteran status.