dmg events energy portfolio

One event, four audiences, one list. That is a segmentation problem before it is a campaign problem.

Ramona Furter, applying for Deputy Head of Marketing in your energy portfolio, Dubai.

Ten years of moving people through funnels I could measure, and of building the acquisition engine rather than briefing one. Below is the run‑up plan I would bring to the twelve weeks before ADIPEC 2026.

Ramona Furter
+9%conversion on a CHF 100M+ e‑commerce business, plus 15% on the checkout step rate
10locations and 170+ customers built from zero as part of a founding team
15+years in marketing and product, from FMCG brand work to AI business models

Your free pass and your paid pass compete for the same click.

Your ad asks for one integrated campaign for visitors, delegates, exhibitors and sponsors. On every page of adipec.com, Register as a visitor and Book your delegate pass sit next to each other, and your own figures show 239,000+ exhibition attendees against 16,500+ conference delegates.

Three ways to resolve that in the twelve weeks before 2 November. The third is the one I would ship.

  1. Job title maps to one of your 13 conference programmes

  2. Everyone else

    Visitor registration
  3. Two lists, the same twelve weeks.
One contact sees
One offer, chosen by what they do for a living, in every week of the run‑up.
What it costs
The delegate offer reaches a much smaller list, so the segmentation has to be right and the copy has to be better.
Verdict
Ship it. The 239,000 number stays intact and the free pass stops eating the paid one.

The three numbers I would report on a Monday, and what each one triggers

  1. Delegate passes booked this week, against the same week last cycleTwo weeks below the line and the delegate offer moves off email and onto paid retargeting of that same segment, before the pricing conversation starts.
  2. Upgrade rate from visitor registration to delegate passYour FAQ already offers the upgrade; this is the number that prices the collision, and it is the first one I would stand up.
  3. Visitor registrations by seniority, not by totalThe total sells stands after the show. The seniority mix is what sponsors and the 54 NOCs and IOCs are actually buying, so it belongs in the weekly report.
What I would refuse: a discount on the delegate pass.

The paid pass is not losing to a cheaper pass, it is losing to a free one. Discounting teaches the market to wait and takes margin out of the only ticket that carries any.

I designed and built this site with Claude Code. I researched the case, chose the assumptions and own the recommendation.

Where my experience fits, and where it does not

  1. Moving people through a funnel, and proving which step moved them

    Your ad asks for data-driven campaigns, customer journeys and conversion rates. At Ifolor I owned the e-commerce ecosystem and strategy for a business above CHF 100 million, reporting to C-level.

    +9% conversion and +15% checkout step rate, from research, A/B testing and analytics rather than a bigger media budget.

  2. Building the acquisition engine, not briefing one

    Your ad asks for CRM, marketing automation and reporting frameworks. As part of the founding team at WePractice inside Migros Group I built the go-to-market from zero and led the marketing and sales team after the Series B.

    1000+ client matches in year one, 10 locations, 23 people, 170+ customers, two funding rounds closed. At Swiss Post I cut the time the team spends on sales by 30% by automating the parts that never needed a person.

  3. I have not run an exhibition

    Trade fairs, sponsoring and event organisation were part of my early product marketing years, and I run rides and events for the cycling platform I built. None of that is a 239,000-attendee show across 16 halls. If this role needs someone who has already delivered an event that size, I am not that person.

Twenty years of commercial work, the last ten leading it

  1. Jan 2026 to now
    AI Project Lead, Innovation & Business StrategySwiss Post, Advertising · Zurich

    Leads AI-driven business models from opportunity sizing to a prioritised roadmap with KPIs. Cut time spent on sales by 30% and proposal feedback time by 90%.

  2. from Aug 2026
    President of the BoardNjamba AI AG, Baar · alongside Swiss Post
  3. Dec 2023 to now
    FounderPedal Peak · cycling platform

    Built and runs a live product with real users: 331 routes across 12 countries, plus the events and community around it.

  4. Aug to Dec 2025
    In between jobs and own venturesself-employed

    Founded smedium, shipped first client websites, went deep on AI tooling and prompt engineering, and cycled in Togo and Benin.

  5. Oct 2024 to Jul 2025
    Senior Product Manager, Lead E-CommerceIfolor Group · Zurich

    Owned the e-commerce ecosystem and strategy for a CHF 100M+ business. +9% conversion, +15% checkout step rate. Led a cross-functional team, external agencies, budget and KPIs.

  6. Jun 2023 to Sep 2024
    Lead Project ManagerBrixel · Zurich

    Owned the partnerships with financial institutions, UBS and Baloise among them, that drove growth, and was the bridge between senior client stakeholders and the product team.

  7. Mar 2020 to May 2023
    Marketing & Growth Lead, founding teamWePractice, Sparrow Ventures / Migros Group

    Full go-to-market from zero, hypothesis and data driven, 1000+ client matches in year one. Led marketing and sales after the Series B; the venture reached 10 locations, 23 people and 170+ customers.

  8. Sep 2019 to Sep 2022
    Growth & Venture BuilderSparrow Ventures · Zurich

    Growth and go-to-market for several internal startups, from validation to scale-up, with experiments to lift conversion and cut acquisition cost.

  9. Jan 2017 to Aug 2019
    Intrapreneur, InnovationDie Mobiliar · Bern

    Market pilots from MVP to launch (Smide, XpertCheck, Lizzy), market-entry strategies, briefed and managed external agencies. Job rotation in digital marketing: SEO and SEA keyword research, campaigns, ad creatives, KPI tracking.

  10. 2010 to 2016
    Product and trade marketingPromena, Cruspi, Domaco

    Own brand portfolios end to end: promotion planning, pricing, budgets and reporting, negotiations with international manufacturers, plus marketing events, trade fairs and sponsoring.

  11. 2005 to 2010
    Accounting, then commercial apprenticeshipKuoni, AMAG · Bridgestone Switzerland
Download the CV Read the letter

BBA Business Administration · CAS Digital Marketing, HWZ Zurich · CAS Innovation, BFH Bern · Diploma Online Marketing including Google Ads

Why an events business, and why now

My weekends go into Pedal Peak, a cycling platform I built and still run: 331 hand-picked routes in 12 countries, and the rides and community that come with them. Getting people to show up somewhere at a set time, and getting them to come back next year, turns out to be the same job at both ends of the scale.

Professionally the pattern has held since 2010. Brand portfolios at an FMCG manufacturer, market pilots at an insurer, ventures built from nothing inside Migros Group, an e-commerce P&L at Ifolor, and now AI business models at Swiss Post. The constant is a commercial number I was accountable for and a funnel I had to move.

My partner and I are planning our move to Dubai, and an events business is the reason I looked at your board first. Swiss citizen, based in Zurich, available with notice.