"Prepare for the worst, but expect the best."
Meet Daniel Meursing, the passionate founder and CEO of Premier Staff, a leading event staffing agency trusted by elite brands like Bentley, Louis Vuitton, and Netflix. With over 6 years of experience in the industry, he built a reputation for delivering exceptional service and empowering his team to succeed.
Daniel’s entrepreneurial journey has been quite the ride – from bootstrapping the company with just $4,000 to navigating the challenges of the COVID-19 pandemic. But through it all, his resilience and adaptability as a leader have been key to our success.
He is incredibly committed to his staff and always striving to innovate in the world of luxury event staffing. It’s what has solidified Premier Staff’s position as an industry leader. As a thought leader and mentor, he is passionate about making a positive impact on the lives of his team and contributing to the growth of the event staffing industry.
When he is not busy orchestrating unforgettable experiences for their clients, you can find him staying active and exploring the vibrant culinary scene in Los Angeles. It’s all about balance, right?
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Table of Contents
We are thrilled to have you join us today, welcome to ValiantCEO Magazine’s exclusive interview! Let’s start off with a little introduction. Tell our readers a bit about yourself and your company.
Daniel Meursing: It’s a pleasure to be here, thank you for having me! I’m Daniel Meursing, the passionate founder and CEO of Premier Staff, a luxury event staffing agency that has had the privilege of serving some truly incredible clients over the years.
Picture this: you’re at a star-studded gala, sipping champagne and rubbing elbows with the who’s who of Hollywood. The room is sparkling with the flash of cameras and the glint of designer gowns.
Now, imagine being the one behind the scenes, making sure every detail is flawless, every guest is attended to with white-glove service. That’s where Premier Staff comes in.
We’ve had the honor of staffing events for elite brands like Bentley, Louis Vuitton, and Veuve Clicquot, Netflix, the Oscars, and even private events for celebrities like Justin Bieber, Rihanna, and Lady Gaga.
It’s a world of glitz and glamour, but also one of incredible hard work, dedication, and attention to detail.
But our story isn’t just about the high-profile names we’ve worked with. It’s about the journey of building a business from the ground up, navigating the challenges of a rapidly changing industry, and staying true to our core values of exceptional service, team empowerment, and continuous innovation.
I started Premier Staff with a vision to revolutionize the event staffing industry, to bring a level of professionalism and luxury that was sorely lacking. With just $4,000 in my pocket and a whole lot of hustle, I set out to create a company that would not only provide the best staff in the business, but also treat those staff members with the respect, support, and growth opportunities they deserved.
Fast forward six years, and we’ve grown from a one-man operation to an industry leader, with a team of over 2,000 exceptional individuals who share my passion for creating unforgettable experiences.
We’ve weathered storms like the COVID-19 pandemic, which brought the event industry to its knees but emerged stronger, more resilient, and more innovative than ever before.
But through it all, our mission has remained the same: to empower our team to deliver the highest level of service, to anticipate and exceed our clients’ needs, and to continually push the boundaries of what’s possible in the world of luxury events.
It’s been a wild ride, filled with long nights, big wins, and plenty of lessons learned. But I wouldn’t trade it for anything. At the end of the day, there’s nothing quite like the thrill of seeing an event come together flawlessly, of watching your team shine, and of knowing that you’ve played a part in creating memories that will last a lifetime.
So that’s a little bit about me and Premier Staff. I’m excited to dive deeper into our story and share some of the insights and experiences I’ve gained along the way.
Can you share a time when your business faced a significant challenge? How did you navigate through it?
Daniel Meursing: One of the most significant challenges we faced at Premier Staff was the COVID-19 pandemic. We had just launched the business four months prior, and suddenly, the entire event industry came to a screeching halt. As the sole full-time employee at the time, I had to navigate the complete shutdown of our operations for a year and a half.
It was a make-or-break moment for the company. I had to think quickly and adapt to the new reality. The first step was to minimize our overhead costs.
We paused all our software, marketing, and advertising expenses, reducing our monthly expenditure to around $1,000-$2,000.
But I knew that just cutting costs wasn’t enough. We needed to prepare for the eventual reopening of the industry. So, I used the downtime to reevaluate our strategies, identify areas for improvement, and plan for the future. It was a challenging time, but it also provided an opportunity to step back and really think about how we could come back stronger.
When events started to resume in the summer of 2021, we were ready. We reactivated our services, reorganized our operations, and hit the ground running. It wasn’t easy, but by staying proactive, adaptable, and focused on our long-term goals, we were able to weather the storm and emerge even more resilient.
How has a failure or apparent failure set you up for later success?
Daniel Meursing: In the early days of Premier Staff, we had ambitions to grow quickly and become a nationwide brand. We started marketing ourselves in New York City, to expand into multiple cities simultaneously. However, we soon realized that this approach was more expensive and challenging than anticipated.
Without our existing team and culture present in each new city, it was difficult to maintain our high standards of service, especially in the beginning when there was no established rapport with local team members and clients. We were spreading ourselves too thin.
This apparent failure taught us a valuable lesson about strategic growth. We realized that it was much more effective to focus on growing our presence in our home base of Los Angeles first. By concentrating our resources on expanding our reach and reputation in LA, we could achieve more significant gains than trying to grow in multiple cities at once.
This lesson has shaped our growth strategy ever since. We now focus on fully penetrating a market before considering expansion. It’s a more sustainable, efficient approach that allows us to maintain our high standards of service as we scale.
While the New York City experience felt like a failure at the time, it ultimately set us up for greater success by teaching us the importance of focused, strategic growth.
How do you build a resilient team? What qualities do you look for in your team members?
Daniel Meursing: Building a resilient team starts with cultivating a strong, supportive company culture. At Premier Staff, we prioritize creating an environment where our team members feel valued, empowered, and motivated to grow.
When hiring, we look for individuals who not only have the necessary skills and experience but also align with our core values.
We seek out team players who are adaptable, proactive, and committed to delivering exceptional service.
Resilience is key in the fast-paced, high-pressure world of luxury events, so we look for people who can think on their feet, solve problems creatively, and maintain a positive attitude under stress.
But building resilience isn’t just about hiring the right people – it’s also about investing in their development. We provide extensive training and mentorship opportunities, with a focus on cross-training and skill-building.
By equipping our team members with a diverse skill set and a deep understanding of our operations, we create a more versatile, adaptable workforce.
We also prioritize open communication and collaboration. We encourage our team members to share their ideas, feedback, and concerns, and we foster a culture of mutual support and respect.
When challenges arise, we face them together, drawing strength from our shared sense of purpose and camaraderie.
Ultimately, building a resilient team is about creating a culture of trust, empowerment, and growth.
By investing in our people and fostering a strong sense of community, we create a team that can weather any storm and come out stronger on the other side.
How do you maintain your personal resilience during tough times?
Daniel Meursing: As a leader, maintaining personal resilience is crucial, not just for my own well-being but for the sake of my team and my business. When tough times hit, it’s easy to get overwhelmed and burnt out, so I’ve had to develop strategies to stay grounded and focused.
One of the most important things for me is maintaining perspective. When challenges arise, it’s tempting to get tunnel vision and fixate on the problem at hand. But I try to step back and look at the bigger picture.
I remind myself of our long-term goals, our core values, and the reasons why we started this business in the first place. This helps me stay motivated and avoid getting bogged down in short-term setbacks.
I also prioritize self-care, even when it feels like there’s no time for it. That means making time for exercise, healthy eating, and adequate sleep, even in the midst of a crisis.
I’ve learned the hard way that burning the candle at both ends only leads to burnout and poor decision-making. By taking care of myself physically and mentally, I’m better equipped to handle stress and lead effectively.
Another key strategy is leaning on my support network. I’m fortunate to have a strong team of colleagues, mentors, and loved ones who I can turn to for advice, encouragement, and perspective.
Sometimes just talking through a challenge with someone I trust can help me gain clarity and find new solutions.
Finally, I try to maintain a growth mindset. I view challenges as opportunities to learn, adapt, and improve.
When things don’t go as planned, I ask myself, “What can we learn from this? How can we use this experience to get better?” By framing setbacks as chances for growth, I’m able to stay resilient and keep moving forward, even in the toughest of times.
What strategies do you use to manage stress and maintain focus during a crisis?
Daniel Meursing: In the midst of a crisis, it’s easy to get overwhelmed by stress and lose focus. Over the years, I’ve developed a few key strategies to help me stay grounded and productive, even under intense pressure.
The first is prioritization. When everything feels urgent, it’s crucial to step back and identify the true priorities.
I ask myself, “What are the most critical tasks that need to be addressed right now? What can wait?” By focusing on the most important and time-sensitive issues first, I’m able to make the most of limited time and resources.
Another strategy is breaking big problems down into smaller, manageable steps. When a crisis hits, it can feel like an insurmountable challenge.
But by breaking it down into smaller, actionable tasks, it becomes more manageable. I create to-do lists, delegate responsibilities, and tackle one thing at a time. This helps me stay focused and avoid getting paralyzed by the scale of the problem.
I also find it helpful to create dedicated time and space for strategic thinking. When you’re in constant reactive mode, it’s hard to see the forest for the trees. So even in the midst of a crisis, I try to carve out time – even if it’s just 30 minutes a day – to step back, reflect, and think strategically.
This helps me maintain perspective and make more informed decisions. Stress management is also key. For me, that means taking regular breaks to recharge, even if they’re short. I’ll take a walk around the block, do some deep breathing exercises, or just step away from my desk for a few minutes. These small moments of respite help me manage stress and maintain my focus over the long haul.
Finally, I try to maintain a sense of perspective and optimism. Crises are temporary, and even the toughest challenges eventually pass.
By keeping an eye on the light at the end of the tunnel and focusing on the potential for growth and learning, I’m able to stay motivated and resilient, no matter what comes our way.
How do you communicate with your team during a crisis?
Daniel Meursing: Effective communication is always important, but it becomes absolutely critical during a crisis. When things are uncertain and stressful, people look to leaders for guidance, reassurance, and clarity.
How you communicate with your team can make all the difference in how they weather the storm.
One of the most important things is to be transparent and honest. In a crisis, there are often more questions than answers, and it can be tempting to sugarcoat things or avoid difficult conversations.
But in my experience, people appreciate straightforward, honest communication, even when the news isn’t good. I try to be as transparent as possible about the situation, the challenges we’re facing, and the steps we’re taking to address them.
At the same time, it’s important to provide reassurance and hope. I always try to emphasize our team’s strengths, our past successes, and our ability to overcome challenges.
I remind them of our shared values and our ultimate goals. By providing a sense of perspective and purpose, I aim to help the team stay motivated and focused, even in difficult times.
Clarity and consistency are also key. In a crisis, things can change rapidly, and it’s easy for confusion and misinformation to spread. I make a point of communicating regularly and consistently, even if it’s just to say that there are no new updates.
I use clear, simple language and make sure that everyone is on the same page about priorities, expectations, and next steps.
I also prioritize two-way communication. I actively solicit feedback and ideas from my team, and I make sure they know that their input is valued.
Some of the best solutions and innovations have come from team members on the front lines who have unique insights into the challenges we’re facing.
Finally, I try to lead with empathy and compassion. Crises are stressful for everyone, and people may be dealing with personal challenges on top of professional ones.
I make a point of checking in with team members individually, offering support and resources where needed, and acknowledging the emotional toll of the situation.
By creating a culture of care and understanding, we’re better able to support each other through tough times.
What advice would you give to other CEOs on building resilience in their organizations?
Daniel Meursing: Building organizational resilience is a multifaceted challenge, but there are a few key pieces of advice I’d offer to other CEOs based on my own experiences.
- Prioritize your people: Your team is your greatest asset, and their resilience is the foundation of your organization’s resilience. Invest in their development, support their well-being, and create a culture of trust and empowerment. When your people feel valued, supported, and equipped to handle challenges, they’ll be better able to weather any storm.
- Foster adaptability and agility: In today’s rapidly changing world, the ability to pivot quickly is crucial. Encourage a culture of innovation and continuous learning, and be willing to experiment and take calculated risks. The more adaptable your organization is, the more resilient it will be in the face of change and disruption.
- Plan for the worst, but hope for the best: While you can’t predict every crisis, you can prepare for a wide range of scenarios. Develop contingency plans, build financial reserves, and invest in risk management strategies. At the same time, maintain a sense of optimism and focus on opportunities for growth and improvement. By balancing preparedness with a positive outlook, you’ll be better equipped to handle whatever comes your way.
- Lead by example: As a CEO, your attitude and actions set the tone for the entire organization. Model resilience in your own behavior – stay calm under pressure, maintain perspective, and focus on solutions rather than problems. Be transparent about challenges, but also celebrate successes and milestones. By embodying resilience yourself, you’ll inspire it in others.
- Never stop learning: Every crisis is an opportunity to learn and grow as an organization. Take time to reflect on what worked well and what could have been done better, and use those insights to inform your future strategies and decisions. Seek out advice and perspectives from others in your industry and beyond. By maintaining a growth mindset and a commitment to continuous improvement, you’ll build an organization that can not only survive challenges but thrive in the face of them.
How do you prepare your business for potential future crises?
Daniel Meursing: Preparing for potential future crises is an essential part of building a resilient business. While we can’t predict exactly what challenges we’ll face, we can develop strategies and systems to help us navigate a wide range of scenarios.
One key aspect of our crisis preparation is scenario planning. We regularly assess potential risks and challenges – everything from economic downturns to supply chain disruptions to cybersecurity threats – and develop contingency plans for how we would respond.
By thinking through these scenarios in advance, we’re better equipped to act quickly and decisively when a crisis hits.
Financial preparedness is also crucial. We prioritize building up our cash reserves and maintaining a strong balance sheet so that we have a buffer in case of unexpected expenses or revenue disruptions. We also maintain close relationships with our financial partners and keep lines of credit open to ensure access to capital if needed.
Diversification is another important strategy. By diversifying our client base, our service offerings, and our geographic reach, we reduce our vulnerability to any single point of failure. If one area of the business is impacted by a crisis, we have other revenue streams to fall back on.
We also invest heavily in our technology and infrastructure to ensure that we can maintain operations and communication in the face of disruptions. This includes robust cybersecurity measures, redundant systems and backups, and the ability for our team to work remotely if needed.
Perhaps most importantly, we focus on building a culture of resilience and preparedness. We regularly train and drill our team on crisis response protocols, and we emphasize the importance of adaptability, creativity, and teamwork in navigating challenges.
By fostering a mindset of resilience throughout the organization, we create a team that is ready and able to handle whatever comes our way.
No amount of preparation can completely insulate a business from crises, but by taking a proactive, multifaceted approach to resilience, we can greatly improve our ability to weather storms and emerge stronger on the other side.
What’s the most important lesson you’ve learned about leadership in times of crisis?
Daniel Meursing: Leading through a crisis is one of the greatest tests a CEO can face, and over the years, I’ve learned many valuable lessons. But if I had to distill it down to the most important lesson, it would be this: in times of crisis, people need a leader who can provide both realism and hope.
In a crisis, it’s vital to be honest and transparent about the challenges you’re facing. People can see through empty platitudes or sugarcoated messaging, and they’ll quickly lose trust in a leader who seems out of touch with reality.
It’s important to acknowledge the severity of the situation, the difficulties ahead, and the hard work that will be required to overcome them.
At the same time, people also need a reason to believe that there’s a way through the crisis – that with effort, ingenuity, and teamwork, you can find a path to the other side.
This is where the other crucial aspect of crisis leadership comes in: providing hope and inspiration.
As a leader, your job is to paint a picture of a better future, to remind people of their strength and resilience, and to rally them around a common purpose.
You need to be the voice of calm in the chaos, the steady hand on the wheel, the one who can find opportunity in adversity.
Balancing realism and hope is a delicate act. Lean too far into realism, and you risk demoralizing your team and creating a sense of helplessness.
Lean too far into hope, and you risk coming across as naive or out of touch. The key is to find that sweet spot in the middle – to face reality head-on while also inspiring faith in your collective ability to overcome.
This lesson was brought home to me during the COVID-19 pandemic. As the crisis unfolded and the future of our industry seemed uncertain, I knew I needed to be upfront about the challenges we were facing. I didn’t shy away from difficult conversations about the potential impacts on our business.
But I also made a point of highlighting our team’s strengths, our past successes in navigating challenges, and the opportunities that could arise from this disruption.
I painted a picture of how we could not only survive this crisis but emerge from it stronger, more innovative, and more united than ever.
And you know what? It worked. Our team rallied around this vision, and together we not only weathered the storm but found new ways to grow and thrive in the midst of it.
It was a powerful reminder that in times of crisis, leadership is about finding that balance – that sweet spot between realism and hope, between acknowledging the difficulties and inspiring the confidence to overcome them.
Jerome Knyszewski, VIP Contributor to ValiantCEO and the host of this interview would like to thank Daniel Meursing for taking the time to do this interview and share his knowledge and experience with our readers.
If you would like to get in touch with Daniel Meursing or his company, you can do it through his – Linkedin Page
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