As a millennial who’s spent the better part of my career building relationships, scaling a business, and navigating the nuances of the global events industry, I recently found myself curious: How does the next generation see all of this?
Gen-Z professionals are entering our industry with strong values, sharp perspectives, and an unapologetic lens on what matters to them. I wanted to pulse check my own beliefs — especially when it comes to the increasingly politicized conversation around “shopping local,” “supporting Canadian,” and working with global brands. My goal wasn’t to convince anyone, but to understand where we align — and where we don’t.
What I found surprised me—in the best way.
Ownership vs. Impact
One Gen-Z planner I spoke to, put it simply:
“I used to think I had to support only Canadian-owned companies to make ethical choices. But then I realized—it’s not about logos. It’s about who actually benefits when I spend money.”
That perspective mirrors something I’ve long believed: that the distinction between Canadian-owned and Canadian-run can get murky in an increasingly globalized economy. Take Encore, for example. While it’s part of a U.S.-based parent company, its Canadian operations are driven by local professionals—people who live here, lead here, and contribute meaningfully to our industry. The value I’ve received through my relationship with Encore has come from their Canadian team—who have supported my businesses, my clients, and community in ways that go well beyond any corporate headquarters.
Gen-Z isn’t discrediting “shop local” ideals. They’re evolving them.
The Myth of the Corporate Villain
Another Gen-Z voice, let’s call them “Avery,” recounted a similar shift in thinking:
“I remember being in the Tim Hortons drive-thru and feeling conflicted—like, should I even be buying this if it’s not Canadian-owned anymore? But then I looked at the kid handing me my coffee. He lives here. He works here. That’s who I’m supporting.”
This story stuck with me because it’s not just about coffee—it’s about clarity. I’ve had my own versions of that moment: standing in the lobby of a global hotel brand and realizing that it’s a Canadian rep, someone I’ve built years of trust with, who’s the reason I’m there. Someone who has helped shape my business through unique experiences, generous support, and partnership beyond the transaction.
It’s not about whether a brand was founded in Canada—it’s about whether it empowers the people in Canada.
Global Brands, Local Legacies
Through these conversations, I didn’t feel disconnected from Gen-Z. I felt validated. Their version of “shopping local” includes choosing people over politics, local leadership over corporate structure, and real relationships over perceived ownership.
For example, one Gen-Z professional shared that when she books a local Airbnb, she knows the platform is American—but her dollars go toward a Canadian host who maintains the space, contributes to the community, and puts care into her stay. That’s what matters to her. And frankly, that’s what matters to me, too.
I’ve had the privilege of working with globally recognized brands—Marriott, Hilton, Encore—and what has defined those partnerships isn’t where their head offices are, it’s who their local teams are. It’s people like Canadian sales reps who make once-in-a-lifetime experiences possible. People who invest in our careers, contribute to our communities, and uplift our industry.
Bridging the Generational Gap
In a time when headlines are dominated by tariffs, trade disputes, and “support your own” campaigns, it would be easy to assume that younger professionals are taking a hardline stance against international brands. But what I’ve seen is far more nuanced—and far more aligned with what I’ve learned over my career.
Gen-Z wants to make meaningful, ethical choices. And they’re doing so by asking better questions: Who am I supporting? Who benefits? Who’s behind the scenes?
It turns out, those are the same questions I’ve been asking all along.
Same Values, Different Packaging
If there’s one thing I’ve learned from reflecting on the perspectives of Gen-Z, it’s that values evolve—but often, they circle back to the same truths. That real impact comes from people. That local doesn’t always mean independent. And that relationships—whether formed over coffee or across boardroom tables—are the most powerful asset in our industry.
So, here’s to a new generation of planners who aren’t afraid to ask questions—and to those of us who’ve been around long enough to realize we’re still learning, too.
Because regardless of age, title, or tenure, the heartbeat of the event industry remains the same: it’s powered by people.
Carly Silberstein, DES, CED, VEMM, is the founder of Cielle Group, a modern holding company that invests in, acquires, and builds businesses across the event ecosystem. She also leads Cielle & Co, its executional arm—a consulting and experience agency focused on bold event design, business advisory, and brand activations.
Widely regarded as a connector and strategic thinker, Carly brings over a decade of experience scaling businesses and delivering high-impact event strategies. She previously co-founded and scaled a national event agency into a multi-seven-figure firm before exiting to launch Cielle. Her approach blends creativity and commercial savvy with a passion for pushing boundaries and reimagining what’s possible in the events industry.
