First published in Exhibition World Issue 1 February / March 2026

Miranda Martin, MD of tfconnect highlights new roles, new opportunities, and a market on the move

There’s a collective sense across the industry that 2026 is going to be a big year. Not because of vague optimism, but because significant M&A activity is clearly on the horizon. Transactions in motion, portfolios under review, and investors sharpening their focus are already beginning to shape decision-making for the year ahead. When deals start to happen, our industry moves – and with that comes action, opportunity, and change.

At tfconnect, we tend to get busiest during periods of M&A, and we’re anticipating some big shifts this year. Activity is building, investment conversations are becoming more concrete, and organisers are making proactive decisions about how they position themselves for the next chapter. For industry players, this creates a year rich with opportunity – but also one that demands clarity, pace, and decisiveness.

That momentum is being fuelled by the sectors driving the strongest growth. AI, digital infrastructure, and telecomms are markets where we’re seeing clients report major success and impressive growth numbers for their events. These fast-moving sectors are generating demand for new platforms, new communities, and new ways to connect buyers and sellers. For talent, there is a significant opportunity to be part of that journey – and, as ever, with growth comes movement.

At the same time, attention is moving decisively to the Middle East. Not just capital, but people. Senior leaders, founders, and influential figures across our industry are relocating or spending significant time in the region to capitalise on more favourable financial, political, and business opportunities. For the global events market, this shift is creating new centres of gravity and opening doors for those willing to engage early and commit meaningfully.

Unsurprisingly, much of our work at the start of 2026 involves partnering with businesses that are either preparing for sale or moving closer to exit. What’s particularly interesting is how different their talent needs can be, depending on where they are in that journey.

For those approaching a transaction, the focus is often on credibility and continuity. These businesses need to present a believable, future-ready management team to new owners – one capable of taking the organisation from a strong foundation to even greater growth. That frequently means introducing leaders with the experience and confidence to deliver ambitious growth plans post-transaction.

Others are still firmly in the courting phase. These organisers are investing heavily in talent now, using people as proof of potential. They want to demonstrate growth live – through launches, expanded portfolios, and compelling commercial stories – to excite prospective buyers. In these cases, leadership hires are as much about showing intent as they are about delivery.

Across both scenarios, a common theme emerges: the need for commercial horsepower paired with a strategic mindset. Businesses moving through periods of accelerated growth often require new skill sets around the table – people who can spot opportunity quickly, bring clarity to complexity, and scale propositions at pace.

This environment is also driving individual movement. We’re seeing more senior people step out of comfortable roles to take on bigger challenges, particularly in high-growth markets. New roles are being created that simply didn’t exist a few years ago, especially across commercial strategy, product development, and portfolio expansion.

M&A plays a central role in all of this. Transactions don’t just reshape ownership structures; they reshape teams. They force clarity around value creation, leadership capability, and growth ambition. For those willing to embrace change, the opportunity to make a lasting impact is real.

As 2026 unfolds, we expect that momentum to continue building. More movement. More ambition. More opportunity.