The ICSS launches its new Journal

The ICSS launched its Journal, which is a new niche publication that will explore emerging issues and challenges impacting the securing of major international sporting events.

Apart from various interesting and thought provoking articles, the ICSS also examines why so many major sporting events take place without a standard model for security, and presents a model that could form a future baseline.

http://icss-journal.newsdeskmedia.com/approach-to-security-planning/

The ICSS unveils its SSI Model as a basis for major sporting event security, safety and integrity management

 2012-10-23, SOCCEREX African Forum, Durban, South Africa

The SOCCEREX African Forum was recently held in Durban. The event seeks to bring together the leading decision makers in African football together with their counterparts and businesses from around the world for two days of unrivalled learning, networking and business opportunities.

The International Centre for Sport Security (ICSS) was a sponsor of the event and also presented a Security, Safety and Integrity (SSI) Model^TM, which may well be the first of its kind to act as an industry standard for planning and managing the SSI aspects of major sporting events.

With every major sporting event – from a FIFA World Cup to a Summer Olympics – each host nation tends to re-invent the wheel to determine their security strategy for their particular sporting event as well as the concept- and operational plans to execute it.

Whether a nation is in the bidding phase or has been awarded a major sporting event, the ICSS constantly hears the questions; “What reference documents are available?” and “Where do we start?”  The ICSS has taken these questions seriously and developed such a model.

The most common ‘reference documents’ that one might find are individual security plans (conceptual, operational or both) from some previous event.  Due to the absence of a “base line” security planning model, it would however not be clear whether all security plans had been obtained, if they are integrated, possess quality content and cover the entire life cycle of the major sporting event.

It is quite clear that security planning for major sporting events can still be flawed in this modern day and age even with all the expertise and technology available to us.  Take the recent 2012 London Olympics as an example.  Although the British have pulled off an amazing feat, they experienced their fair share of challenges, the most exasperating and most publicised one being the poor delivery of private security services for the Games.

There is no ’one size fits all’ to arranging security for major events, but there are however basic principles that must be understood and managed effectively.  These basic principles are as follows:

 •One must understand the various dimensions that comprise the life cycle of a major sporting event, and where one is positioned in that life cycle at any given point in time
 •One must understand what the requirements are for each dimension of the life cycle
 •Consult, track, monitor, report and communicate with key stakeholders
 •Timing is everything

In order to improve security planning for major sporting events it seems there is a need for a reliable ‘reference document’.  A ‘reference document’ that exhibits the following characteristics:

 •Provides the industry with a STANDARD to base its security plans on
 •Is FLEXIBLE to accommodate unique dynamics
 •Ensures CONTINUOUS IMPROVEMENT
 •Ensures a DYNAMIC and ROBUST model
 •OPTIMISES security plans and operations
•Whilst MINIMISING re-work & security costs
 •Ensuring LEGACY for the Host Nation in general and the respective Sport Sector specifically

In its aspiration to ascribe to the above characteristics the ICSS has developed such a ‘reference document’.  A ‘reference document’ that is based on harvesting the most vital knowledge and lessons learnt from previous major sporting events – both tacit and explicit, extracted by means of research and consultation of major sport event experts.  This has led to the development of the ICSS Security, Safety & Integrity (SSI) Model^TM.

The SSI Model^TM serves as a master guide for the security planning of major sporting events. It consists of an SSI Framework that covers all eight dimensions of an event life cycle and an SSI Concept that addresses the entire suite of security functions that have to be managed during the Preparation- and Operations Phases to ensure a holistic and integrated security plan.

This brings us to the other question one hears so often; “Where do we start?”

The SSI Model^TM Framework covers all eight dimensions of a major sporting event life cycle, whether one is planning to bid for a major sporting event or has already been awarded the hosting rights.  The eight dimensions are briefly as follows:

1.        Due Diligence

Action: This is where it all ‘starts’.  It basically entails researching of all relevant contracts, sport regulations, legislation and event history, vetting of staff and service providers, as well as an in-depth risk analysis based on National-, Regional- and International risks , integrated between the bid / organizing committee and the government. 

Outcome: Discovery and awareness of the opportunities and threats

2.      Strategy

Action: This entails the development of an SSI strategy for the event, an SSI concept indicating WHAT SSI services will be provided, any legislation that may be required to be developed pro-actively in support of the event and specifically to indicate any security service exclusions.

Outcome: A clear Direction for providing SSI services. 

 3.        Planning

Action: This entails the structuring of the organizing committee’s security department and specifically the Joint Security Coordinating Committee with all relevant stakeholders, development of support services plans, concept plans (WHAT will be provided) for each of the SSI services required, as well as the eventual operational plans (HOW the SSI services will be provided), development of the organizing committee’s own internal SSI policies, procedures and services, development of an SSI Communications Strategy, as well as the SSI budget.  It is also vital at this early stage to ensure an accurate SSI needs analysis to base tenders and contracts on as well as to compile a Testing Plan and a Legacy Plan.

Outcome: A robust Design for quality SSI services.

 4.      Implementation

Action: The core aspects to be managed successfully in this dimension are Staffing, Procurement and Contracting, Construction (permanent physical facilities and temporary overlay), Signage, Running Orders and Training.

Outcome: A smooth Deployment.

 5.      Testing

Action: This is a critical dimension that requires the organising committee to test its readiness to host the event.  The core aspects of this dimension include the early development of a Testing Plan, early finalization of all Agreements with test venues, Communication of the Testing Plan, Budgeting, Preparation of the Team, Testing Logistics, Deployment Plan, Debriefing and Revision of plans, policies, procedures & training in preparation of the main event.

Outcome: Valuable Diagnostics.

6.     Execution

Action: This is the moment of truth. The core aspects to be covered in this dimension are the Hand-Over of Facilities, Deployment of Personnel and Equipment, SSI Operations Management and the Main Operations Centre (MOC).

Outcome: Successful Delivery.

7.      Close Out

Action: After every event the organising committee attempts to close down its operations as soon as possible. 
Outcome: A smooth Departure.

8.      Legacy

Action: Each event offers government security forces, the sport code involved and the sport facilities involved in hosting the event the opportunity to equip themselves with the most recent technology, equipment, training and experience to plough into the SSI services of future events or general public security and safety.  This is why it is imperative to pro-actively approve a Legacy Plan that ensures this can happen in a sustainable manner. 

Outcome: Future Development. 

In order to ensure that the SSI Model^TM conforms to the requirements of being dynamic, flexible and robust, the major sporting event life cycle has to be professionally project managed.   The application of research and expert knowledge by the ICSS on a continuous basis ensures that the model is continuously improved and remains relevant.

As far as the SSI Model^TM Concept is concerned, it covers all the SSI Operations required for any major sporting event.  The key SSI Operations are as follows:

•Inter-agency Security 

•Venue Security and Safety (including Fan Zones)

•Security Technology 

•Cyber Security 

•Close Protection 

•Logistics Security 

•Hotel Security 

•Transit Security 

•Sport Integrity 

•Ticketing Security 

•Accreditation 

•Government Security and Safety

The core knowledge required to inform the above aspects, ensure that they are addressed comprehensively and integrated effectively resides in the expertise of the right people, as well as recording cumulative knowledge in an accessible knowledge portal.  This is one of the core strengths of the ICSS.

In an attempt to minimise the risk of unnecessary mistakes, wasted time and fruitless expenditure the ICSS is able to offer the SSI Model^TM as a baseline from which bidding- and host nations, sporting bodies and sport venues alike can start to track, monitor and compare their sport security, safety and integrity planning.

The SSI Model^TM is ultimately a common sense model that can help major sporting event security experts ensure that SSI plans are developed and managed effectively, and the ICSS hopes that this model will assist in making common sense a common practice for all major sporting events in the future!

FootExpo Marrakech: Malcolm Tarbitt, Director of Security and Risk Advisory for the ICSS, presents 'The Mechanics of a Major Sporting Event Security Plan'

2012-10-11

FootExpo Marrakech held its second edition of the successful conference and expo showcasing the best of African football.

 

Morocco is the first African country to have been awarded the FIFA Club World Cups which will be held in 2013 and 2014. Morocco will also be host to the 2015 African Cup of Nations.

 

Malcolm Tarbitt of the ICSS delivered an interesting presentation on the mechanics of a major sporting event secuity plan.  The ICSS have developed a Security, Safety and Integrity (SSI) Model that serves as a master guide for the security planning of major sporting events.

 

It consists of a Framework that covers all dimensions of an event life cycle and a Security Concept that addresses the entire suite of security functions that have to be a managed during the Preparation- and Operations Phases to ensure a holistic and integrated plan.

 

This is not only invaluable to any country seeking to bid for a major sporting event, but also for host countries that have already been awarded such events.  It is also specifically of  value to Morocco as it is currently challenged by a lack of compliance by most of its sport venues to ensure minimum security and safety standards.

 

 

Involvement of private security companies in major events: To be or not to be? That seems to be the question.

The G4S debacle had placed the involvement of private security companies in major events in the spotlight.

Although this is a topical issue, it is not a new one. Recently Poland and Ukraine handed the event security functions over to private security companies with success, whilst Brazil is in the process of planning to do the same. In both countries, the government security forces have traditionally performed this task.


See my article in the link below to form your own opinion on whether the UK government response to the G4S issue is a knee jerk reaction or whether it is justified.


http://www.insidethegames.biz/blogs/1010965

The ICSS participates in panel discussion at the IACP Symposium, Sao Paulo on the protection of Fan Zones and public places used for major events

Malcolm Tarbitt, Director of Security and Risk Advisory at the International Centre for Sport Security, attended the International Association of Chiefs of Police (IACP) in Sao Paulo recently, where he participated in a panel discussion on the protection of Fan Zones and public places used for major events.

Brazil is currently the host to the 2014 FIFA World Cup and the 2016 Rio Summer Olympics.  Traditionally, the military police in Brazil perform the task of inner perimeter security at sport venues, and are finding it challenging to relinquish control of this vital function to private security companies.  This is especially so in light of the security fiasco experienced by the 2012 London Olympics.

In answering a question on how safe it is to allow private security companies to perform the task of stewarding and inner perimeter security at sport events, Malcolm informed them that if certain simple basics are addressed there is no need for concern.  These include the standard phases of the event and understanding what the requirements are for each one (Bidding- and Technical Inspection phases before being awarded the event, and then the Planning-, Implementation-, Testing-, Execution-, Close-out- and Legacy Phases after being awarded the event), a compact yet complete Security Committee (including the Local Organising Committee and relevant government law enforcement-, intelligence- and military stakeholders) to jointly manage all security aspects of the event, as well as a quality tender and contracting (procurement) programme based upon sound security requirements, followed by continuous contracts-, project- and operations management throughout the respective phases.  If this is done, it would be impossible to suddenly establish a year before the event that one’s private security force has to be increased by 100% or that one’s security service provider cannot deliver the required quantity and quality of security personnel only weeks before the event starts!

Although it is clear from media reports that the security service provider did not deliver according to contract, the Local Organising Committee and the Government (Home Office) should have project managed the contract which would have indicated well in advance whether the security service provider was meeting delivery milestones or not. 

Another crucial aspect is the planning and execution of a Testing Programme for an event.  Unlike the FIFA World Cup which has an official test event a year in advance of the World Cup (the FIFA Confederations Cup), the Olympics do not.  It is therefore imperative to plan well in advance to host one’s own test events in order to ensure that policies, procedures, training and operations are optimal for the main event.  If the private security service provider was managed effectively, then the private security would have been a key aspect of the Testing Programme.

Malcolm then emphasised that the point he was making, is that Brazil should not be concerned about the poor delivery of private security companies for an event such as the 2012 London Olympics, as the Security Committee remains in control of all planning and execution.  Any failure of private security companies to deliver for an event can only be attributed to the Security Committee (bearing the basics in mind), and NOT to private security companies.

If one sticks to the basics, then common sense will become common practice.  Unfortunately the 2012 London Olympics have not managed to do this, which has turned what should have been ‘spectacular security’ into a ‘security spectacle’.  Sadly, this has made security the spectacle, instead of the sport.

Also see the following link: http://theiacpblog.org/2012/07/25/iacp-south-american-executive-policing-seminar-in-sao-paulo-brazil/

2012 London Olympics Security Challenges Continue 

Sun News Network interviews Malcolm Tarbitt, Director of Security and Risk Advisory at the International Centre for Sport Security on the security of the 2012 London Olympics.
http://www.sunnewsnetwork.ca/video/featured/news/868018287001/olympic-security-fails-india/1759923469001

PRESS RELEASE

24^th July 2012

The ICSS discusses security at fan festivals and ‘soft’ venues and the

socio-economic legacy left by safe and secure international sport events at the IACP International Symposium on Sports Security 2012

 

Sao Paulo, Brazil; 24^th July 2012: The International Centre for Sport Security (ICSS), the not-for-profit organisation that specialises in sport security and integrity, today highlighted a number of critical aspects in major sport event security at the International Association of Chiefs of Police (IACP) International Symposium on Sports Security 2012. 

As part of its mission to share knowledge and best practice with event organisers in Brazil ahead of the country’s hosting of the 2014 FIFA World Cup, a senior delegation from the ICSS, including Helmut Spahn, Executive Director, Malcolm Tarbitt, Director of Security and Risk Advisory, Shaun McCarthy, Director of Research and Knowledge Gathering and Massimiliano Montanari, Director of International Cooperation and External Relations, led two panel discussions at the symposium.  The panels explored the securing of fan festivals and ‘soft’ venues and the socio-economic legacy left by hosting safe and secure international sport events.

At the first workshop, entitled ‘The Challenges involved in safeguarding fan festival zones and soft targets during major sport events’, Helmut Spahn, who was joined by Malcolm Tarbitt, stressed the importance of implementing appropriate security measures at potential ‘soft’ targets during major sport events, including hotels, restaurants and bars.

Speaking at the event, Helmut Spahn, Executive Director of the ICSS said; “Fan zones and soft venues now play an important part in the overall success of a major international sport event, yet despite this, the consideration these highly-populated venues receive in the overall master security planning can be minimal.  As a result, there is now a critical need for major event organisers to plan and provide appropriate safety and security at ‘soft venues’, as well as a need for the development of international standards of security planning for fan zones so that knowledge and best practice can be shared between organisers.”

During the second workshop, entitled ‘Socio-Economic Legacy and the role of the security establishment in major international sport events’, Massimiliano Montanari and Shaun McCarthy underlined how hosting safe and secure international major sport events can play a vital role in the wider socio-economic development of a host nation, as well as stressing the role that safety and security investments can have in building national competitiveness and the benefits of community engagement policing strategies.

Massimiliano Montanari, Director of International Cooperation and External Relations at the ICSS said; “New host countries, such as Brazil, face growing concerns about the scale of investments in safety and security for major sport events and the competing socio-economic needs of society.  However, national economic development and major sport events need not compete with each other and if approached in the right manner, sport events can be used to provide opportunities in economically marginalised communities.   At the ICSS, we are committed to sharing knowledge globally to ensure that the benefits of hosting sport events are maximised and long-lasting.”

I was fortunate enough to join the ICSS team to jointly advance the quality practices of major event security on a global basis. Feel free to check out the ICSS website or like us on Facebook. http://www.theicss.org/about-icss/team/

AFCON preparations in chaos

                                                    
Gentlemen, start your engines!

The 2013 African Cup of Nations Organising Commiitteee has only started, and the media is already having a go at the preparedness of the Organising Committee to host the event.

No doubt they will surmount the challenges facing them and put on a brilliant show.

The link below indicates the current issues that the AFCON Organising Committee is dealing with. AFCON preparations in chaos

We have just launched our new website!
Check it out at: http://www.eventprofessional.org/

This must be THE coolest, most fun team I have ever had the pleasure of working with (which says a lot, as I have had many great teams)! Allow me to introduce to you the 2011 Arab Games, Game Wide Logistics Team!

The Missing Link: Event Logistics Security

Introduction
It seems all CEO’s and COO’s are focused on the competitions (front of house) aspect of an event and never on the logistics (back of house) aspect.  Perhaps understandably so, as that is what is seen by all the spectators, beamed to millions of TV viewers worldwide and where the sponsors receive their exposure.  We understand: That is where the action takes place.

However, if the athletes’ / teams’ equipment does not reach the venue on time (or at all), or sponsor and merchandise products run out, Automatic Cash Machines (ATM) run dry or VIP’s, volunteers or spectators fall victim to food poisoning, it possesses the possibility of spoiling the whole event experience and tarnishing the image of the event brand and a nation’s reputation, not to mention the impact on sponsors. The sheer value of event assets alone (including sponsor goods / Value In Kind) is huge and logically warrants the necessary security precautions to be taken. The loss of lives however is tragic and cannot be quantified.

It certainly allows the media to have a field day with such juicy news, spreading negative media far and wide detracting the attention from the gold medal or action-packed match that took place that day.

The Event Logistics Security landscape

Event Logistics is in essence the GLUE of the event. It allows the event to happen as planned (smooth and safe). It is not to be under-estimated or left too late.

Just as importantly, the security requirements of event logistics should not be forgotten. It is time for event Organising Committees to understand that no event security concept is complete without the (comprehensive and integrated) Event Logistics Security component!

 

Organizing Committees must bear in mind that there are always certain event-related statutory safety and security requirements that have to be adhered to.  The implications of this should be clearly indicated during the initial bidding and eventual operational planning of the awarded event, so as to ensure adequate organizational / functional planning and budget!

Obviously all Organizing Committees experience challenges at some time. Some are detected during a test event, whilst others are only detected just prior to or during the actual main event.  The media rarely gets wind of these challenges, as the Organizing Committees and their Main Operations Centre are clearly very adept at addressing them and to bring them under control.

Inevitably though, Event Logistics Security rarely features high on the agenda and is generally poorly addressed.  In most cases Organizing Committees assume it is mainly the responsibility of the law enforcement agencies to address the majority of the Event Logistics security requirements. 

This is incorrect.  Law enforcement agencies are there to address statutory obligations (undesired persons database, crowd management, saturated policing / crime prevention, key point security such as airports, etc), whilst the Organizing Committee’s responsibility is to address all event-related security matters through private security services.

Even where the law enforcement agencies are responsible, the Organizing Committee must ensure that the event logistics security requirements are identified and communicated to them.  The critical aspect here is that INTEGRATED PLANNING is required. As early and pro-actively as possible.

All too often the law enforcement agencies and the Logistics Department work in silos and, if they do actually realize that they need to integrate their operations, it usually happens too late as operational plans are approved, budgets closed and there is insufficient time to successfully consult, confirm and communicate with each other’s structures down to ground level where the operations are executed. This makes one wonder how much success with regards to event logistics security is due to preparedness, and how much is due to luck.

Key stakeholders that need to integrate their Event logistics Security planning are as follows:

- Event Logistics Department (who coordinate the Organizing Committee logistics requirements)
- Security Department
- Law enforcement agencies
- Host Cities
- Venue owners / managers

There are a myriad of Event Logistics Security aspects to bear in mind, some of which are listed below:

- HAZMAT protocols (a simple, yet vital example is the planning and management of fuel for generators and operating equipment at venues)
- Food security (all catering required for spectators, VIP’s, athletes, workforce and volunteers)
- Athlete’s / team’s equipment (securing of vehicles, escort duties, tracking devices and scheduling)
- Adherence to tight load-in schedules, especially during the last 36 hours before lockdown (flexible and effective delivery scheduling system, well organized Multi-Screening Facility )
- Waste management and security screening
- Cash-in-transit management (mainly money for the ATM’s and vendors sales)

This topic is vast and cannot be addressed in one article.  So let us ask the most critical questions to get a grip on it.

What are the BENEFITS of employing a sound Event Logistics Security strategy?

- A comprehensive and integrated security plan
- Reduced risk
- Effective contingency planning
- Assist in prevention of deaths and injuries of a criminal nature
- Reduced costs (prevent last minute overlay costs, losses, damages, efficient Legacy Logistics, sound asset management, etc)
- Quality Logistics- and Security site planning / overlay
- Ensure Logistics and Security requirements are adequately budgeted for early in the budgeting process
- Adherence to load-in schedule
- Prevent negative media coverage
- Peace of mind

What are the CRITICAL SUCCESS FACTORS to ensure a successful Event Logistics Security strategy?

- Consult and confirm pro-actively with all stakeholders in order to craft a quality strategy
- An empowered team (inclusive of training, overlay, resources, standard protocols and integrated approach)
- Technological support (Master Delivery System, vehicle tracking system, mobile technology, asset management system, warehouse management system – especially if they are all integrated! Additional security equipment would include cargo X-ray machines, under vehicle surveillance system and vehicle X-ray scanner)
- Develop and manage a sound communications strategy to assist with implementation (inclusive of training, testing, project deadlines, reminders and sharing key information)

So what’s at stake?

- Lives
- Brand value
- A nation’s pride
- Personal reputation

What is the quality of YOUR Event Logistics Security plan?
In order to assess the quality of your Event Logistics Security plan, ask yourself the following basic questions:

1. How often / well /pro-actively has your Event Logistics Department jointly planned and integrated event logistics security requirements with law enforcement agencies?

2. Will your Event Logistics Department have a presence at the Multi-screening Facility with law enforcement agencies?

3. How effective is your Event Logistics delivery scheduling system (inclusive of delivery scheduling, delivery accreditation and delivery screening)?

Are you satisfied with YOUR Event Logistics Security strategy?

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Never a Shortage of Prophets of Doom

Qatar's spirit of humility is possibly only surpassed by its desire and passion to deliver an unforgettable FIFA World Cup in 2022.

After being awarded the 2022 FIFA World Cup on 2 December 2010, there has been no shortage of criticism about the many (percieved) reasons why Qatar either did not deserve to recieve the hosting rights or will be unable to deliver a quality FIFA World Cup.

The prohpets of doom have been gathering, and no doubt will gather for some time in the foreseeable future, to proclaim the many reasons why Qatar will fail.

It should be no surprise then that some people already expect the worst of Qatar for the hot climate, liquor laws, etc. There will always be a reason to doubt a nation's capability to host the FIFA showcase.But every host country goes through the same experience.

The world's perception of the 2006 FIFA WC in Germany was that the Germans would be 'unfriendly, cold and inhospitable', and that the 2010 FIFA WC in South Africa (which I was proud to be part of for four years) was going to be the 'unsafest, deadliest' place on earth to host a World Cup! Needless to say, everyone was proved wrong on all counts. The same will happen for Qatar.

After having just completed the 2011 Arab Games here, I can confidently say that with the will of the nation and the passion of of its people, Qatar will do just fine thank you very much.

Expect amazing?  Watch this spot...

To see the Qatar 2022 FIFA World Cup Bid presentation, follow this link:
http://www.fifa.com/worldcup/qatar2022/video/video=1360848/index.html

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Check out this Word Cloud, which represents what EventPRO stands for.
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What is one of the most critical aspects of event management?

There are various aspects that can make or break an event, and I am sure it is difficult - if not impossible - to single out a single one that can be deemed to be 'the holy grail' of event management.  I do believe though that there is one factor that is vital throughout any event management project:

People Management

I have worked with many people at all levels and had various experiences. Some people have brought out the best in me, whilst others not.

I do believe however that one's leadership and management style depends on the circumstances of the event. The more time one has for instance, the gentler one can involve, coach and empower ones team. The transverse of course is that one basically has to instruct and then empower as operations commence.

I firmly believe my own personal philosophy of the 4C's: Consult, Confirm, Communicate and Congratulate. If one follows this philosophy with all stakeholders at all times, chances are that all of your preparations are approved and understood, your operations flow smoothly and you can congratulate all involved stakeholders throughout and at the end after successful delivery. This applies to one's loved ones, team, peers, suppliers and superiors.

We need all of them to succeed.

I will never forget the story of President JFK when he paid a visit to Cape Canaveral on 16 November 1963 http://www.jfklibrary.org/Asset-Viewer/DofXnSo8bU2h1xrpwX50dQ.aspx.

He was taken on a tour of the facility with the media in tow. Everyone was trying to impress him and gain the media's attention. JFK was then taken to the launch pad where all the action really took place.  When they arrived and disembarked from their vehicles - media close at hand - JFK was briefed on all the intricacies of the launch operations.  JFK then spotted a labourer sweeping under the launch pad. Thinking it would be good PR to speak to the 'common' people, he walked over to the sweeper, extended his hand and introduced himself.

Not expecting much except to make small talk, JFK asked the sweeper what his role was at NASA.  The sweeper shook JFK's hand, held his gaze and replied confidently that he was 'part of a team to put a man on the moon!'  JFK was visibly taken aback by the response, but clearly pleased and humbled.

So what is the moral of the story?  We must empower every member of our team to believe and act like they are a manager of their own function, that they are not just an administrative assistant or a logistics coordinator, but a part of the team to make this event a success!

A lasting tribute to any manager / leader is to enable their 'launch pad sweepers' to create more of the same. Have you created any 'launch pad sweepers' lately?

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The first step in a long journey



Greetings and salutations!

So, where does one start? How does one share oneself with the world whilst balancing privacy with publicity? Sounds like a contradiction, but as with any great journey it starts with the first step.

A major philosophy of mine in the events industry is that "Change is our friend!". Believe it.

Share it if you like it, or feel free to comment.

Hi

Feel free to check out my profile at the following link until I am able to share myself with you properly:


<a href="http://re.vu/eventpro">View my profile page on re.vu page!</a>

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