Shimon Avish

Shimon
Avish
President,
Shimon Avish Consulting LLC
7

Prior to forming Shimon Avish Consulting LLC, a strategic meetings management consultancy specializing in the assessment, design, implementation and sustainment of strategic meetings management programs, Avish was director, meetings consulting, at American Express Meetings & Events. There he was responsible for developing the methodologies for, and delivering, policy assessments and design, current state and gap analyses, program design, benchmarking, compliance management, communications, change management, and global implementation engagements. In 2002, he developed what would become the foundation of strategic meetings management consulting at American Express, and in 2003 he was enlisted to create the first team of consultative meetings account managers, committed to assisting American Express customers in the creation of their strategic meetings management programs. Avish was in this role from 2003 through 2008, and during this time he presented frequently at GBTA, MPI, and ACTE events, was a member of the GBTA Group & Meetings Committee, and published or contributed to numerous white papers.

Shimon joined the newly formed global meetings organization, American Express Meetings & Events, in 2008 and became the strategic account director for a marquee account, responsible for the design and implementation of the client’s global strategic meetings management program.  The program quickly expanded from North America to an additional 21 markets in EMEA, with local planning teams managing over 7,000 meetings per year. Previously, while at Travel Management Group, he conducted agency and card selection and implementation engagements, and developed a practice line dedicated to the selection and implementation of expense management systems.

Shimon holds a PhD in political science from Columbia University in New York, and is a Fulbright-Hayes Scholar.

Articles
The Stalling of Strategic Meetings Management
Why SMM isn’t being implemented widely outside of a few highly regulated markets.
Imposing a Strategic Meetings Management Program Does Not Work 2
Address the needs of the many internal and external constituencies that will be affected by your SMMP, or the program could be stopped in its tracks.
Let’s Take the “Strategic” Out of Strategic Meetings Management 5
If SMM is actually more tactical than strategic, maybe it’s time to rethink what we call it.
Ding Dong SMM is Dead—Not!
If I were to believe my eyes, all the evidence would lead me to believe that strategic meetings management is dead. Well, I'm not buying it!
The SMM Pro: Why Strategic Meeting Management Is Like Interior Design
Why buying technology or implementing meeting planning services is not the same as developing a strategic approach, and what you can do now to ensure the "strategic" piece of your SMMP stays on track, regardless of who's issuing the RFPs
Dear SMM Maven: Can a Travel Manager Plan a Meeting? 
Is it possible for a travel manager to learn to take on meetings? Of course, but it will require looking at existing responsibilities in a different light, and learning some new ones.
Dear Meetings Maven: Third Parties Are Gumming Up My Global SMMP! 
Advice on navigating third-party relationships as part of a strategic meetings management program outside the U.S.

Newsletter Signup

Sponsored Introduction Continue on to (or wait seconds) ×