For six decades, Kenes Group has stood at the forefront of professional congress organisation, navigating uncertainty with resilience and strategic foresight. As the company celebrates its 60th anniversary, it is a testament to its ability to manage risk effectively, turning crises into opportunities and emerging stronger through challenges.
At the recent Kenes 60th Anniversary and Leadership Summit 2025 held in Vienna, Austria, Executive Chairman and Chief Vision Officer Dan Rivlin highlighted risk management as the key factor to the group’s long-standing success. Following, a recollection of his speech.
The DNA of Crisis Management
“We must have crisis management from all kinds of wars, terrorist attacks, disasters, natural disasters. We used to say that if something happened around the world, we need to be alert. But our capabilities to face challenges like that—it’s really legendary. Nothing less.” – Dan Rivlin, Kenes Group EC & CVO.
From economic downturns to political unrest, Kenes Group has continuously adapted to shifting global landscapes. One of the tests of resilience that Rivlin recalled happened in 2000 when a sudden political crisis wiped out their business in just a week: “We were still using fax. When the fax finished, the paper was gone, all the business was either moved or cancelled. We brought ourselves from those ashes, and we built this core PCO empire at that time,” Rivlin added.
In response, Kenes moved several meetings within a few months’ notice, securing alternative venues, handling cancellations, and managing complex logistics. Most importantly, communication played a crucial role. “In crisis management, it is not sufficient to act—communication (two-way) is just as important, as stakeholders are anxious and seek information and reassurance.”
Facing Natural and Political Disruptions
Kenes Group has also shown remarkable agility in managing external disruptions. In 2010, the eruption of the Eyjafjallajökull volcano in Iceland led to a massive ash cloud, grounding flights across Europe. The company had 8,000 attendees at an event, many of whom were stranded. “We took everybody, including the team, and we got everyone out of the city. And with a small team, some of them are still here today with us, we stayed behind just to ensure everybody was back to safety. That’s crisis management,” said Rivlin. Despite the disruption, Kenes continued the meeting until its conclusion while simultaneously arranging accommodation and transportation for those affected. “The fact that they had someone to talk to and that we continuously provided them with updates was crucial, as the situation was highly unstable.”
Similarly, Kenes had to react swiftly during one of the wars in the Middle East. A major congress scheduled to take place in Istanbul had to be relocated within two weeks. “We had to find a new location, secure hotel rooms, make announcements, and even stationed a team at the airport with a policy and a few reserved rooms in case someone missed the news and still travelled. Thankfully, nobody did.” The rapid response, along with clear and constant communication, ensured a seamless transition. “Naturally, our capability to move fast, find solutions, and calmly communicate is critical.”
COVID-19: Transforming Crisis into Innovation
Perhaps the most defining test of recent years was the COVID-19 pandemic. When in-person meetings came to a halt, many organisations struggled. Kenes Group, however, saw an opportunity. Within three weeks, the company developed its own virtual meeting platform VirtuOz, ensuring continuity for clients. “Covid came and Covid was a curse, but in part for us, it was a big blessing. In three weeks, together with a lot of people in the office, we were able to create a platform that today we can look at like the first plane. But it worked. And we had the first virtual meeting three weeks after the world shut all the doors.”
The real challenge, however, was not just the platform but managing all stakeholders—committees, boards, sponsors, and participants. “Nobody knew the magnitude of the crisis, so we initially planned to move meetings to different countries, postpone them to the second half of 2020, and negotiate with suppliers. But as the situation evolved, we had to continuously adapt. We learned how to operate TV studios and converted meetings into virtual formats while improving our platform based on real-time needs.” Kenes Group’s ability to evolve was reflected in the transformation of its virtual platform, which saw major developments from its early version in March 2020 to its refined version in 2022, and to the current educational platform UNLOK Education.
“We didn’t just sit there and wait for the government to help us, which they wouldn’t anyhow,” Rivlin noted. Instead, the company focused on communication, managing expectations, and keeping its own team motivated. “We attended countless board meetings, reassuring associations that we would guide them to safe harbour. Internally, we had to continue operations in a highly uncertain period while ensuring our staff remained confident.”
Looking Ahead: A Future Built on Resilience
Kenes Group’s 60-year journey is a powerful example of how effective risk management can drive long-term success. Whether facing political turmoil, natural disasters, or a global pandemic, the company’s response has been marked by quick decision-making, strategic adaptability, and unwavering commitment to its clients and employees.
As Kenes Group looks to the future, its legacy of crisis management continues to be a guiding force. With decades of experience and an ability to embrace change, the company remains well-equipped to navigate whatever challenges lie ahead. “In crises, there are the three F’s—flee, freeze, or fight. We chose to fight!” Rivlin concluded. “This company today is strong, it’s ambitious, and it’s capable. And you’re all going to write the next chapter.”
By Kenes Group Media & Communication Manager Estefanía Zárate Angarita
This article was originally published in the #118 issue of the Headquarters Magazine – PCO Insights, page 48, 49 – March 2025: https://bit.ly/420CZlq