Meet Mara De La Paz, Head of Event Performance

Tell us about your current role at Ortus and how you got there.

I’m currently the Head of Global Performance at The Ortus Club. Getting here has been quite a journey! I’m actually the longest-serving member of the team, having been with the company for over eight years now. It’s hard to believe that Ortus is almost nine years old!

When I first joined, I started as a Project Coordinator, handling a wide range of client projects. Back then, we were a very young and small company, so I wore many hats. My role involved much more than project coordination—I even dealt with HR concerns because we were such a tight-knit team. Over time, I moved into leadership roles, becoming a Team Leader, then Head of Operations, and later overseeing CRM. Eventually, I became the Global Head of Operations, and now I’m focused on Global Performance.

It’s been an incredible ride, filled with challenges and growth. What’s kept me here at Ortus is the unique opportunity to explore different aspects of the company, something that’s hard to find in more traditional or structured organisations. Being part of a startup from the ground up allowed me to see and contribute to every facet of the business. We’ve had to fight tooth and nail to secure clients and ensure our projects succeed, but that’s what makes the journey so rewarding. I’m genuinely happy with where I am now, and I’ve learned to embrace every part of this experience.

What’s the most challenging part of your role, and how do you overcome this challenge?

The most challenging part of my role is maintaining visibility over all the projects. Performance management requires me to ensure that our project coordinators handle each project effectively, but since every project is unique, each comes with its own highs, lows, and specific challenges. This requires a lot of flexibility in the strategies we implement, and these strategies vary not only by project but also by region. What works in Asia might not work in the US or Europe, so I constantly have to adjust my approach based on the region, the team I’m working with, and even the tenure of the individuals involved.

As for overcoming this challenge, I can’t say I’ve completely mastered it, but delegation plays a key role. I oversee the majority of our operations in the Philippines, where the bulk of our team is based, with additional support from Driton in Kosovo. In the Philippines, Kari and I divide the responsibilities so that we can focus more effectively on specific areas. We manage our teams closely and rely on coaching to address struggles. If someone is having a hard time, we make it a point to spend extra time with them to ensure they get the support they need.

What’s one achievement you are particularly proud of?

I’m particularly proud of the mark I’ve made within the company. It’s not just about being the longest-serving member, though that’s certainly part of it—I know the company inside and out. But what really stands out to me is the trust I’ve earned, not just from our Managing Directors, Sam and Jess, who entrusted me with leading teams and uplifting various departments, but also from the people I work with every day.

Whether I’m speaking with someone new to the company or someone who’s been here for a while, I’ve noticed a certain respect they have for me, and that’s incredibly meaningful. It’s hard to put into words how much that means to me. I’ve always just done my job, but knowing that my colleagues can rely on me and trust that I’ll have their backs is something I consider a significant achievement. It’s not just about the tasks I’ve completed but about the relationships and mutual respect that have been built along the way.

What is your Ortus superpower?

I’d say my Ortus superpower is finding solutions in the most chaotic scenarios. I’m someone who thrives in chaos, and I enjoy solving puzzles, which is how I often view projects. Every project presents its own set of challenges, whether it’s related to the region, the audience, or the specific goals. My strength lies in knowing when to be assertive and when to take a step back, depending on the situation. I take pride in my ability to come up with effective solutions within tight timelines, ensuring that even the most complex problems are resolved efficiently.

What makes you the best at what you do? What values drive you to perform even better?

I have a grind mentality—I’m driven to take everything head-on. When I set expectations for my team, I hold myself to an even higher standard. If I ask something of others, it’s because I know I can do it at the same level, if not better. I believe in leading by example, but I also understand the importance of giving people chances and supporting them through challenges.

The value that drives me is rooted in the process. I firmly believe that while we will achieve the goals we’ve set, how we get there matters just as much. The process is often tough, and I’m a strong believer that nothing great comes easily. It’s about embracing the journey, no matter how rough it gets, and understanding that the struggle is part of what makes the success worthwhile.

A lot of things changed for businesses all over the world this year, especially in the events industry. Do you think your role changed as a consequence? How?

This is a bit complex because, while we’re often seen as an events company, we actually use events as leverage for marketing and business development. In that sense, the changes in the events industry have certainly impacted my role. The shift from virtual to more physical and intimate gatherings reflects a growing demand for genuine connections, which is at the core of what we aim to facilitate.

As the industry evolves, the bar is continuously raised, making it more challenging to deliver on these expectations. We’ve had to adapt our processes to be more bespoke, ensuring we meet the specific needs of our clients while also engaging their target audiences effectively. When things don’t align perfectly, it’s crucial to quickly identify why and pivot accordingly. So, while my role still focuses on creating these connections, the strategies and methods I use have had to become much more dynamic and responsive.

From your experience, why do clients choose to partner with The Ortus Club?

There are many reasons, and I’m sure each client might have a different answer depending on their needs, but one of the key strengths of The Ortus Club is our ability to engage with their audiences at a high level without being too niche or exclusive. We strike a balance that ensures conversations are accessible and relevant without alienating others. While some clients initially seek highly specific, niche discussions, we’re able to pivot and craft conversations that resonate with a broader audience while still delivering value.

Another factor is our exceptional moderators. They ensure that discussions remain neutral and flow naturally, creating a positive experience for all participants. This approach not only enriches the conversation but also facilitates business development for our clients, as the insights and connections made during these discussions often lead to valuable opportunities. It’s about understanding what the audience wants and guiding the conversation in a way that benefits everyone involved.

What do you think the future holds for The Ortus Club? What role will you play towards it?

I’m excited to continue in my current role for a while, as there’s still so much room for growth and refinement. This role is relatively new, so there’s plenty of space to evolve processes and fine-tune our approach. My focus will be on perfecting—or getting as close to perfection as possible—the strategies and systems we use.

As for The Ortus Club, I see us expanding into larger, more immersive events. We’ve evolved from organising single-day roundtables and masterclasses to creating extended experiences that maintain our signature focus on knowledge sharing and meaningful connections. I believe we’ll continue to grow in this direction, enhancing the depth and impact of the experiences we offer. My role will be to ensure that, as we scale up, we maintain the quality and value that our clients and their audiences expect.