Acquisitions are a fact of life in the conference and exhibition world. Larger businesses frequently snap up smaller operators to access niche markets, technology, geographic reach and new clients. On paper it makes sense: buy capability and merge it into existing infrastructure to scale faster. However, those deals can often shrink the talent pool – not because people aren’t good at their jobs, but because overlapping roles and duplicated functions mean fewer openings and fewer routes into the business.
Why it matters for employers and candidates
This can be a real problem for two groups. For event professionals it creates a smaller market of permanent roles and more short-term churn. For conference and exhibition organisers it creates the challenge of retaining institutional knowledge while rationalising costs. Too often the response is to treat the people side as an HR admin exercise. In-house HR teams may be excellent at payroll and policy, but they are not always set up to redeploy, reskill or market talent internally and externally in a way that preserves career trajectories.
The missing piece: communication and stability
It’s also important to note that not every acquisition is about cutting headcount. In fact, many mergers are designed with growth in mind – bigger teams, wider capability and more opportunity. The problem lies in how that story is told. If businesses don’t communicate early and consistently about their intentions, employees are left with uncertainty. And in this sector, uncertainty equals instability.
At Live Recruitment, we regularly hear from candidates across all areas of events who have just discovered their company has been sold or acquired. When we ask if they’re directly at risk, the most common response is: “I’m not sure” or “they haven’t said yet.” Even if their roles are safe, the lack of clarity can push people to look elsewhere. This creates avoidable attrition and undermines the very growth those acquisitions are meant to deliver.
As Megan Mitchell, Senior Account Manager at Live Recruitment, explains: “People will often make decisions based on how they feel rather than what the facts are. If they feel stability, purpose and opportunity, they’ll stay engaged. If they feel ignored or kept in the dark, they’ll vote with their feet – sometimes unnecessarily.”
First things first: thinking holistically about talent
The smartest outcome of any acquisition is to view talent across the whole organisation: operations, logistics, sales, marketing, technical production, supplier relations – all of it. A skills audit and talent mapping exercise can reveal transferrable skills and adjacent roles where individuals from ‘redundant’ teams may add immediate value.
The value of a recruitment partner
Specialist recruitment partners bring additional expertise to this process. Far from being simply CV-finders, they understand the industry, team structures, hidden skills and realistic market demand. A strong partner can place people into new roles quickly, advise on temporary or contract options, and support with confidential redeployment conversations.
Practical steps for employers during acquisitions
Employers benefit from adopting an internal-first approach backed by external support. Internal redeployment fairs and short secondments allow managers to see talent in action. Commissioning a skills audit and creating short retraining or upskilling pathways helps retain valuable staff. A recruiter can then carry out discreet market mapping and identify roles outside the business - with regional partners, suppliers or agencies - that match employees’ strengths. This approach helps the business achieve commercial objectives while reducing reputational risk associated with redundancies.
Just as importantly, leaders must pair these processes with clear, transparent and regular communication. That means outlining the rationale for the acquisition, being open about both the opportunities and risks, and sharing tangible plans for growth, redeployment or restructuring. Silence creates fear; clarity creates trust.
As Laura Kelly, Managing Director at Live Recruitment, puts it: “The businesses that handle acquisitions best are those that treat people as central to the process, not a by-product. When employees understand the ‘why’ and the ‘what next,’ they’re far more likely to stay the course. Communication isn’t just an HR issue, it’s a business-critical strategy.”
Advice for candidates at risk of redundancy
For candidates affected by consolidation, a proactive and pragmatic approach is vital. CVs should highlight measurable achievements such as delegate numbers, sponsorship revenue or delivery efficiency. Transferable skills should be mapped, and the search widened to include related sectors such as stadiums, universities, hotels, trade associations or corporate event teams. Interim or consultancy roles can help bridge income gaps and keep profiles current. Recruitment specialists such as Live Recruitment can provide industry insight, honest feedback and early access to confidential vacancies before they are advertised.
Don’t forget the human dimension
There is also a human dimension that should not be overlooked. Individuals who are made redundant often remain ambassadors or critics of an organisation for years to come. Supporting them properly through redeployment efforts, coaching, or introductions to external recruiters such as Live Recruitment preserves goodwill and protects employer brand.
Live Recruitment: a partner in change
Live Recruitment sees both sides of the coin every day. The team works with event businesses to look at whole teams, not just job specifications, and partners with candidates to help them land roles that match their skills and aspirations. For organisations facing consolidation, or for professionals navigating redundancy, Live Recruitment provides confidential market mapping, redeployment programmes and rapid candidate placement — turning disruption into opportunity.
Get in touch with the team at Live Recruitment at hi@live-recruitment.co.uk or register as a candidate at www.live-recruitment.co.uk.