With International Women’s Day just behind us—and with a single day never enough to recognize the contributions of women—we are dedicating the entire month of March to spotlighting voices from across the industry as part of our IWD Voices series. Leaders share their journeys, experiences, insights, and the lessons that have shaped them.
Next up, we speak with Charis Peters, Project Director at Opus Agency.
Charis traces her path from theatre and production into events, where she found that solving problems under pressure was an environment she enjoyed. She also shares how her understanding of fairness has shifted over time, from equal treatment to giving the right resources to the right people at the right time.
She also discusses where progress for women at work still falls short, particularly around subtle assumptions and the culture of long hours as a measure of commitment, and makes the case for sponsorship over mentorship as the real responsibility of senior leaders.
The theme for International Women’s Day 2026 is “Rights. Justice. Action. For ALL Women and Girls.” What does this mean to you professionally and personally?
Working in events means we are very good at talking about big ideas. We quite literally build stages for them. But “Rights. Justice. Action.” only means something if the rooms we design, the teams we build, and the suppliers we choose reflect it. Who is being paid fairly? Who is getting the visible roles? Who is invited into the decision-making conversations?
Personally, it is about being intentional with the influence I have. I have benefited from people championing me in rooms I was not in. And I see it as my responsibility to do the same for others, especially younger women still finding their voice. Rights and justice can feel abstract. Action is tangible. It shows up in who you promote, who you mentor, and who stands behind you when it matters most.
What first drew you to your industry, and was there a defining moment that set your career in motion? Was there a role model who influenced you early on?
My background is in theatre and production. What drew me in was the storytelling, the pace, the collaboration, and especially being able to transform a blank space into something that moves people. Events kept all of that, just with higher stakes and harder deadlines. The combination of creativity and logistics is what hooked me, and still does.
I was fortunate that many of my early bosses were women. I did not fully appreciate it at the time, but it shaped me.
There was no single defining moment. It was a gradual realisation that I was good at staying calm when everything else wasn’t. Whether in theatre, commercials, or now events, the constant is pressure. You either enjoy solving problems in that environment or you don’t. I did.
I was fortunate that many of my early bosses were women. I did not fully appreciate it at the time, but it shaped me. They were commercially sharp, decisive, and didn’t apologise for being ambitious. Seeing women lead that way normalised it for me and set the standard I wanted to reach.
How has your understanding of fairness changed as you’ve gained experience and seniority?
When I first started out, I thought fairness was basically a spreadsheet. If everyone got the same 10% raise or the same feedback template, I figured the job was done. It was very black-and-white.
Experience has taught me that fairness is not about being equal; it is about being equitable. In a high-stakes production, my ‘A-player’ lead who’s been on their feet for 14 hours does not need the same thing as the intern who just started their shift. Fairness now means recognising the different weights people are carrying. It is about giving the right resources to the right people at the right time so the event actually succeeds.
Experience has taught me that fairness is not about being equal; it is about being equitable.
I have stopped worrying about making sure everyone has the same size slice of the pie, and started making sure everyone has what they need to deliver the ‘wow’ moment. As long as my team knows the reasons behind my decisions, the respect stays high and the drama stays low.
As conversations around women and work have evolved, what do you think has genuinely improved—and where do you think more attention and action are still needed?
There is more transparency now. Pay gaps are discussed. Maternity policies are scrutinised. There’s less tolerance for overt bias. That is real progress.
What still needs work is the subtle stuff. The assumptions about availability.
What still needs work is the subtle stuff. The assumptions about availability. The emotional labour women often carry in teams. The idea that leadership has to look a certain way.
In our industry, especially, long hours and travel are often worn as badges of honour. We need to redefine what commitment looks like. Sustainability should not just apply to our environmental impact, it should apply to how we structure careers.
What responsibility do senior leaders have in shaping more equitable workplaces, beyond statements or policies?
The real responsibility is sponsorship. Not mentoring, because anyone can give advice over coffee. I mean actively advocating for someone when they’re not in the room. Putting their name forward for the high visibility project. Saying “she’s ready” before she’s had to prove it three times over.
The real responsibility is sponsorship. Not mentoring, because anyone can give advice over coffee. I mean actively advocating for someone when they’re not in the room.
In events, influence is currency. Senior leaders know which clients are the career making ones, which briefs will get talked about, which rooms matter. The question is whether we’re deliberately opening those doors for the women coming up behind us or just assuming they will find their way in.
I have benefited from people doing that for me. That’s not something I take lightly. Action, to me, means paying that forward consistently and specifically, not just when it’s convenient.
What is one change you would like to see in workplaces for the next generation of women?
Kill the likeability trap.
I’ve seen brilliant women pull back on being decisive because they’re worried about being labelled ‘difficult’ or ‘bossy’. In events, where the pressure is real and the deadlines are hard, that hesitation costs everyone. I want women to give a firm no to a vendor or a direct “fix this” to a team member and have it read as leadership, not a personality flaw.
Judge them on the floor plan and the run-of-show. Not on how many emojis they put in an email to keep everyone happy.
Quick Hits
A trend you are excited about, or not excited about
Greenwashing. It is easy to put a sustainability slide in a deck. It is much harder to cut single use plastics when the budget gets tight during the build. I am excited for the day eco-friendly stops being a luxury add-on and becomes a non-negotiable line item.
A creative campaign or representation of women that inspired you or made you feel seen
Growing up as a brown girl in Singapore, finding makeup that matched my complexion was a constant frustration. When Fenty Beauty launched, it was a mic drop. And not just for the 40 shades, but for the message behind it. Inclusivity was not a niche project. It was the baseline.
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A piece of advice that stayed with you longer than expected
“Common sense isn’t common.” In a live event, that is the absolute truth. You cannot assume the caterer sees the same bottleneck you do or that the client understands the tech risk. It made me obsessed with clarity. If it is not said out loud or documented, it does not exist.
