April 2004
The Music Man

From the Olympics to the U.S. Open, Kevin Johnstone knows how to secure large events and throw a memorable party. Now he’s bringing music to the masses at NAMM and singing the sweet song of success.

By Dawn J. Grubb

Kevin Johnstone’s career is as varied as they come: firefighter, paramedic, Vietnam vet, Secret Service employee, sales executive and now trade show manager. But a mottled resume has provided exactly what he needs to excel in the exhibition industry: a solid knowledge of security, show contracting, unions, traffic flow, marketing, sales and an innate ability to think things through.

“I’m rarely caught off guard; I’m always prepared for the storm,” says Johnstone, Director of Trade Shows for the International Music Products Association, or NAMM (formerly the National Association of Music Merchants). His decade of service with the Carlsbad, CA-based association has helped it prosper while defying economic odds. Johnstone’s now preparing for the next measure: Expanding NAMM’s show portfolio to further deliver music to the masses.

While most people seek out their careers, Johnstone’s found him. It began in 7th grade when he coordinated a bus trip to the auto show for over-privileged kids from the Chicago suburbs. He negotiated a group-ticket rate with the show producer, chartered a bus and split the cost 20 ways. Realizing he’d easily make money, the young entrepreneur soon expanded into planning trips to the boat and hot rod shows. The teen’s business fizzled when his customers turned 16 and received their driver’s licenses.

After high school, he worked as a Chicago-area fireman and paramedic before receiving “an all-expenses paid tour of Southeast Asia” courtesy of the Navy in 1973. During his enlistment, Johnstone was assigned to a Secret Service detail in Palm Springs, FL.

The gig lasted 14 months and gave him, as he puts it, “interesting insight into how crowds and individuals behave.”

In 1977, he volunteered for the Los Angeles Open Golf Tournament, eventually working his way up to General Chairman. The experience helped him land a Vice President of Sales role with United Exposition in 1983. Nine years later, disenchanted from long hours and low pay, he turned to the one person who’d given him sound advice his whole life — his mother. “Honey, do what you love, and the money will follow,” she advised. Mom knew best; show management proved to be Johnstone’s calling.

He became Group Show Manager with Advanstar in 1992 before joining NAMM in 1994. Today he’s having the time of his life. “I love everything about this job — managing the operations, security and marketing of an event. I’m basically throwing a party for 70,000 people,” he says.

NAMM promotes its mission of unifying, leading and strengthening the global music products industry and increasing active participation in music making through three shows. This year, 74,000 registrants — 20 percent from abroad — attended the NAMM Show in Anaheim, CA. Music store operators and owners visited some 1,344 exhibiting companies. “We used every inch of space (550,000 square feet) at the Anaheim Convention Center — even an electrical closet and a caterer’s storage room,” says Johnstone.

With business booming and a solid brand identity, the century-old association is now looking to expand its show and program offerings through strategic alliances. It recently teamed with Sesame Street to create the Sesame Street Music Works, a three-year initiative designed to get kids and their parents, teachers and caregivers involved in active music making.

A constant challenge for show managers, Johnstone included, is continually meeting attendees’ and exhibitors’ needs. “We’ve learned about the influence we have on buyers before they enter the exhibit hall. Our job is to enhance the trade show experience and excite attendees,” he says.
Johnstone once enlisted the University of Southern California’s Trojan marching band to kick off the NAMM Show. It was such a success that he now always books high-energy entertainment for the opener. “It’s one thing to have a monotone keynote speaker and another a marching band,” he explains.

When he’s not working, Johnstone spends his off hours “losing golf balls,” riding his road bike and flying planes. And when time allows, he escapes with wife Kathy to their favorite Hawaiian getaway — a secluded cottage on the cliffs overlooking the Pacific. They’re a perfect match: She’s an exhibitor who he met at a show.

“When I’m buried with work, so is she,” he says. “She understands the amount of work that’s involved with my job. Sometimes it’s hard to leave work at the office, but we both play just as hard as we work.”

Work and play oftentimes overlap. Three years ago, his co-workers formed the NAMM Staff Band, giving Johnstone an opportunity to take up the trumpet once again. They encouraged their exhibitors to follow suit and hosted a pre-NAMM Show concert featuring nine house bands. “It was a huge hit — the trade press described it as ‘the best invention since the cocktail weenie,’” recalls Johnstone. “That year, Naomi Judd made a nonsinging appearance. And last year, we opened for the Black Eyed Peas.

“Some people are born for this business — they either love it or hate it. I’m doing what I love. I always say, ‘If I wasn’t me, I’d want to be me.’”

Securing your show
Kevin Johnstone can handle a crowd. During his 33-year career, he’s managed security for such high-profile events as the U.S. Open tennis tournament and the 1984 Olympic Games. And as a favor for a friend, he spends 10 vacation days every year managing VIP and celebrity security for the U.S. Open tennis tournament.
As security concerns continue to escalate throughout the world, Johnstone urges show managers to take heed. Here’s how you can make your show safe, secure and successful:
Hire appropriate security. Shows have different needs and different audiences. For NAMM’s shows, Johnstone hires concert security professionals because they’re experienced with handling large, diverse crowds. “But if I were hosting an economic summit or defense contract conference, I’d look at a more coat-and-tie type of company,” he says. Security in khaki pants and polo shirts with “security” stamped across the back might be appropriate for one type of show, while more polished and professional security staff would be better for a more sophisticated event.
Make instructions clear. With security, the lion’s share of the work is training and supervision, says Johnstone. Most security personnel are minimum wage workers, many of whom are temps. “Make sure your security plan is based on the assumption that the door guy is not necessarily executive material,” he says. “Your orders must be clear and simple: ‘Only people with red badges get in.’”
Consult local authorities. “You’ll be amazed at what’s available if you just communicate with local police and fire officials,” says Johnstone. “Most police departments in convention cities understand the positive PR role they play. If they know you’re hosting a big group, they’ll park paramedics out front. You can also get free law enforcement personnel who’ll look out for attendees, whether it’s directing them away from bad neighborhoods or just having a presence.”
Be realistic. “Show managers assume they’ll always be in charge during a crisis, but they won’t,” says Johnstone. “A team of trained professionals will take charge but you’ll have a role to play.” For example, in the case of a natural disaster, local emergency personnel will likely take over, but show management should be prepared to assist them with directing and informing attendees and exhibitors about the situation.
Create a plan. Every show needs an emergency plan with written detailed procedures, says Johnstone. Give a copy to all staff so they’ll know their respective roles. Most important, “Discuss your plan before the show,” says Johnstone, “Because there won’t be time during an emergency. My philosophy is don’t be the guy with a mic stuck in your face after an event who says, ‘I didn’t think of that.’ Think through every possible scenario.”
 Do what’s best for you. When it comes to security, don’t make budget-driven decisions, warns Johnstone, make project-driven decisions. “You don’t have to blow your budget or skimp on staff,” he says. “Security’s about loss prevention and making attendees and exhibitors feel secure without creating an armed encampment.”