My favorite restaurant in Rhode Island is a maximalist Spanish spot tucked into a blink-and-you'll-miss-it alcove off a quiet street. Not long ago, I was there with three friends sharing tapas. And by “sharing,” I mean engaging in a delicate dance of performative generosity because nothing exposes the fragility of social contracts quite like three albóndigas placed in front of four diners. So there we were, side-eyeing the meatballs, eager fingers hovering over mismatched forks, when the conversation turned to change. The meaty topic was a welcome distraction from a tension that had begun to simmer.

One of our quartet started his career as a change manager. “No one hates change more than a change manager,” he said, licking his fingers and effectively laying claim to the papas fritas. He explained that in his experience, no one understands the emotional, logistical, and psychological quagmire change brings quite like the people who lead it. “The planning and strategy aren't the hard part,” he said. “It's convincing people to adopt the change before it becomes a burning platform moment, when the only choice left is to leap.”

To the people he led, change was an event, the moment the roller coaster crests and anticipation gives way to the thrill — or terror — of freefall. We often think of change that way — as an interruption of the baseline where our role is to strap in, hold tight, and scream ourselves hoarse till the loop-de-loop once again gives way to a straight track. But I've come to recognize that continuity is the illusion. Change is the baseline. And our role as leaders and humans is to bend, lest we break, and evolve without abandoning our values while the scenery blurs around us.

This issue, EXHIBITOR magazine is debuting a very visible change: a new cover, a new design, and a new way of guiding your experience through our pages. This issue also marks the first since the passing of Lee Knight, the founder of Exhibitor. His vision set our tone for decades, and his influence on the industry was transformational. Lee believed in the power of smart design and strategic risk, and this redesign is a continuation of that spirit he infused into our company culture. You'll still find his voice in the questions we ask, the stories we tell, the risks we take, and the communities we build.

This isn't a reinvention. You'll find we're as committed as ever to our mission to educate readers, celebrate bold creativity, and unite event teams of one in community. Rather it's a realignment that builds on our foundation to reflect where our readers, our industry, and our team are now.

In this issue, you'll find the type of benchmarking data you rely on us for, an interview with an industry thought leader, tips and tricks to make your program more successful, and an annual celebration of events that delight and engage, just like always. Because staying true to your purpose while everything around you shifts isn't a contradiction. It's leadership. And leadership takes guts — or at least enough albóndigas to go around. E