Day 1 at the Trade Show: Slow Start

Napa Trade Show blog #4
On break in my room - Tue, 9 Sep 2025, 2pm.

Today the vendor part of the trade show kicked off. Yesterday was arrivals and was also a training day for people who wanted classes from the main sponsor. Plus a chance for our team to enjoy dinner together before everyone's worn out from long days.

I was up early today for internal meetings from 7 until 8:30 then walked over to the trade show at 9. It's so convenient being in the same hotel as the show— and that hotel not being a Las Vegas mega-resort with 3,000 rooms in multiple towers where getting from a sleeping room to a conference room entails a walk of a mile engulfed by clouds of 25 years of accumulated second-hand cigarette smoke.

Right now I'm back at my room taking a break after lunch. It's been a slow start at the booth today. Why slow? Frankly, because of poor planning by the conference organizer.

I got to the booth at 9 today... and it was pretty much dead. It was dead until after 12pm because the keynote speeches were running. We knew the keynotes would be going and they'd suck all the attention away from the vendor area. But the keynotes all ran long, gobbling up the breaks between sessions when attendees might come out to visit us. The physical layout of the show disfavored us, too.

Yes, it's important for a show to support its vendors. We vendors help sponsor the show! We're all paying money to be here. ...And I don't just mean spending money on salaries and travel costs. We're paying fees in the five figure range directly to the host company just to be here. That's in addition to what we pay the hotel for our rooms, the construction team for assembling the booth, and all the travel costs of the staff. In return conference organizers need to treat the vendors well.

What does it take to treat vendors well? Give the attendees reasons to visit us. Put ample break times in the schedule for attendees to browse the vendors exhibit area. Put the free snacks and drink in the vendor area, so there's extra reason to come by. Put the lunch and dinner either in the vendor area or on the other side of us, so attendees have to walk past us.

So far today these show organizers have not done the above. There have been no breaks for attendees to come visit us. Everyone's running long on presentations— one ran 30 minutes over— and they're just slotting the next speaker immediately after the previous. Then at lunch today, lunch was in the opposite direction from where we vendors are. People had no reason to walk past our displays. In fact, worse than no reason they specifically had reason not to go near us— because we were in the opposite direction and nobody had extra time because the schedule was still 15 minutes behind.

Now, you might scoff at supporting vendors at the show as the tail wagging the dog. People are here for the show, right? We're just the advertisers everyone would be happier ignoring. But like advertisers in commercial TV, we're paying to help support the show. We're here because we want the opportunity to talk to prospective customers. And we have metrics. We measure the number of contacts in the booth ("raw leads") as well as the quality of conversations ("qualified leads"). And when those metrics are low, especially the qualified leads score, we stop sponsoring the show.

This is our third year at this show. The past two years it was very productive for us. This year, unless things turn a massive 180° later today, may be our last at this show.

Day 1 at the Trade Show: The Butler is In Tha House!

Napa Trade Show blog #5
Wrapping up Day 1 - Tue, 9 Sep 2025, 7:30pm.

This afternoon I did a costume change at the trade show. During my off-shift time between 1-3pm I shaved my beard down to a mustache, ironed my arm-towel, and donned my tuxedo to become Jenkins.



The show had been extremely quiet up 'til lunch. It was busier, but not busy, at 3pm when I returned. Though right away I started commanding attention in my butler guise. People noticed me and came into the booth to talk. Or they stopped and stared from 20' away, trying furtively to take pictures with their phones, and my colleagues and I beckoned them to come in and talk to us. We even helped them take pictures posing with Jenkins.

Late in the afternoon the conference's technical sessions wound down and there was a reception in the vendors area. There were free drinks offered there— and attendees had to walk past us vendors to get to them! That's part of the logistical strategy of supporting vendors I wrote about in my previous blog.

Throughout the rest of the day, until several minutes after the 7pm closing time, Jenkins continued to be a draw. My cosplay brought people into the booth, people who work at companies we want to turn into customers, who otherwise wouldn't have come talk to us. That is why I rushed out to a fine men's wear shop yesterday afternoon and dropped $50 on a new bow tie and shirt studs.

My company has a split opinion on whether Jenkins should be part of our branding. Our marketing department, virtually all of whom have been hired in the past 2 years, are against it. To them Jenkins represents the past— even though it's the source of 90% of our revenues— and they don't want to associate the company's messaging with it.

I point out, and some of our sales leaders support me strongly on this, that not only is Jenkins the source of 90% of our revenues but it's a strong brand that people recognize. People in the DevOps industry who've never heard of our company have virtually all heard of Jenkins. They recognize the butler on site, they are entertained by seeing a real-life Jenkins the Butler, and they're way more willing to come talk to us. Then, once we get the opportunity to talk to them, we can build on our industry bona fides with Jenkins and then pivot to talking about our newer products— the products we believe represent our future. But to talk about that future we first need people willing to listen. Jenkins creates that willingness.

I emphasize this here because I worry that I am risking my job by dressing up as Jenkins. I'm literally going against the desires of at least one of our C-level executives, the CMO. And quite possibly the CEO as well! But you know what... if they want to fire me over it, it'll be their own colossal mistake.