‘We’ve developed a business which controls the entire operational chain’ – James Cassar

After completing a PhD researching the international events industry, Dr James Cassar decided to put his knowledge into practice, establishing the end-to-end events services firm 242 group in 2012, offering clients a 360-degree in-house suite of services. Since then, the firm has thrived, consolidating its local position and expanding into foreign markets, successfully managing commissions in destinations as varied as Dubai, Mexico and Thailand.

COVID-19 may feel like old news, but for many businesses – particularly those within the events sector – the pandemic forced a realignment of their products and services that persists to this day. Indeed, says Dr James Cassar, Managing Director and Founder of global events firm 242 Group, the series of imposed pauses in 2020 and 2021 presented an opportunity to shift gears.

“The pandemic presented an unprecedented challenge – but productive approaches emerged from it. We had the opportunity to create proper plans for the company’s future and, as a result of the time we were given, we consolidated and diversified our business. Since then, the group has experienced exponential growth and, this year, our goal is to further solidify the business as a 360-degree events, print and expos solution for our clients worldwide.”

The group has already made significant strides in this respect. Since its establishment in 2012, the firm has cemented its position as an end-to-end event production and management enterprise in Malta, Cyprus, Dubai, and Spain. Satellite offices across the globe have also ensured that the business can “offer the same level of standard worldwide, through our offices, staff and partners,” James attests.

The motivation behind the diversification of services and operations stems from James’s expertise in the sector. After completing a doctorate researching the strategies behind destination sales and marketing within the international events industry, James – a former teacher who still lectures at University part-time – decided to freelance in the field but quickly found that you’re only as strong as your weakest partner.

“Unfortunately, at the time, there was a lack of reliable suppliers and associates whom you could trust to get the job done to the high standards expected. So, when I opened 242 Group, I kept this in mind, and we’ve developed a business which controls the entire operational chain. This means that instead of solely depending on third parties – who may let you down – we only work with those with whom we have a trusted and long-term relationship. We take care of everything else, including warehousing, expo management, design, photography, videography, and even furniture and marquee rental. We own the materials, and this means we don’t just subcontract,” James explains.

The group’s approach has quickly gained supporters, and over the past 12 years, the firm has grown from a two-person team into one with more than a hundred employees based in Malta and internationally. “I think we can credit this growth to a series of landmark moments, such as when we were engaged to manage our first international event in Dubai a few years ago. We had already gained some experience outside Malta, but not on this scale, so this offered us new opportunities and challenges we were not used to. Today, however, we’ve produced events in far-flung places such as Mexico and Thailand, to name just two.”

James insists that the foundation of 242 Group’s achievements lies in the certainty that clients can trust things will be done exactly as they’ve requested. “Since we manage a lot of this work in-house, whatever our team promises gets done. We are not dependent on others and therefore mean what we say. We can do this because we control the lead times, the budget and any contingencies that may arise. Our industry can be unpredictable – there are many variables that can impact the success of an event – so we’ve gone a step further and consolidated our offering. And it helps that we are a very tight team – we’re not just colleagues, we’re friends – and this creates a company culture characterised by wholehearted engagement with what we do.”

The firm’s approach is also unlocking a growing array of opportunities. “Our holistic solutions have become increasingly in demand, and this has led to the group growing locally and internationally. We have built a solid reputation and invested in developing productive relationships with our global clientele. Looking ahead, we foresee growth in other destinations, which will drive further business expansion,” the Managing Director and Founder states. He emphasises that a commitment to excellence will continue to guide every decision. “The team has a strong work ethic. Of course, this means that our work-life balance can be blurred. When you work in events, you’re essentially on the job almost all the time.”

Despite the intense demands of the job, he continues, “internally, we’re always on hand to support each other, and we provide the necessary backing to foster an environment where risks can be taken. This has resulted in the team feeling more motivated and trusting, and consequently, we have a strong retention rate. Most of our staff – both locally and internationally, full-time or freelance – stay with us because they feel comfortable and confident. This, in turn, continues to strengthen our company culture.”

Indeed, last year James invested in training the group’s team managers, who oversee specific aspects of the business. “We focused on building personal relationships between these executives. It’s not always easy to bring different personalities into alignment, but we share the same mentality and aspirations. So, our work last year was not only focused on sales – while important, it is not the sole priority. Instead, we looked at the bigger picture and asked ourselves: What can help us grow sustainably? The answer lay in improving our operations and our systems – so that’s where we’ve invested.”

James sees his role as that of a “magic maker” – someone who identifies and solves problems, tying up loose ends externally for clients and internally with his team. “This is actually what I enjoy the most: Making an impact. The buck stops with me, and while there is some stress associated with decision-making, I thrive on identifying and solving problems,” he says with a smile.

This year, the firm’s growth continues with a move to a new physical office space. “In Malta, we’ve outgrown our current base. Our new premises will allow the team to feel at home, and we’re also expanding our warehouse capacity. Employee well-being and network-building are central to these decisions. To this end, we’re also consolidating our office spaces in Cyprus and Dubai while opening new bases in Portugal and Spain. As part of this effort, we’re investing in an enhanced CRM system, which we will first roll out within our smaller departments. Once it has been tried and tested, we’ll introduce it across the group. The aim is to create a system where our international and local teams can see what everyone is working on. In other words, we’re harnessing technology to remove physical barriers and bring the team closer together.”

Looking further ahead, James is optimistic that the group’s operational strategies will bear fruit for years to come. “I can see our model becoming increasingly in demand. I believe it is future-proof, and it will allow us to continue to expand – both by acquiring new clients and thriving in tandem with the ones we already have,” he says.

This article is part of the serialisation of 50 interviews featured in Malta CEOs 2025 – the sister brand to MaltaCEOs.mt and an annual high-end publication bringing together some of the country’s most influential business leaders