International Women’s Day: In Conversation with Lora Lutostanska Enthoven, Founder & CEO of Hire It Event Furniture

This Sunday marks International Women’s Day, a time to celebrate women who don’t just take a seat at the table, but design the room itself. In the world of luxury event furniture hire and experiential environments, few embody that spirit more than Lora Lutostanska Enthoven, Founder & CEO of Hire IT Event Furniture.

Under her leadership, Hire IT Event Furniture has become known for transforming venues into purposeful, design-led spaces, supplying premium event furniture for corporate events, brand activations, exhibitions and private functions. Her approach to leadership and growth mirrors what we believe exceptional events should do: challenge convention, create meaningful connections and leave a lasting impression.

In this interview, Lora shares candid insights into building founder-led businesses, identifying gaps in the market, and why collaboration, particularly between women in business, is one of the most powerful tools for shaping the future of the events industry.

1. You launched your first business while pregnant. What did that season teach you about risk, resilience, and backing yourself?

I launched Hire It while pregnant with my third child — which sounds mad, but pregnancy is when I get my biggest bursts of inspiration. That might explain why I have three children and three businesses.
Hire It was born from frustration. The furniture hire industry felt drab, corporate, and repetitive — and I could see a huge gap for something cool, design-led, and genuinely inspiring.
That season taught me one thing: don’t wait for calm — build through the chaos. If you’re determined, you’ll find a way.

 

2. Was there a moment early on when you thought, “What have I done?” — and what pushed you through it?

Yes — honestly, daily at the start.
But the moment you see something begin to grow, you get addicted to making it work. What pushed me through was vision: Hire It wasn’t just furniture — it was a brand
We weren’t following the industry. We were changing it.

 

3. How did becoming a mother influence the kind of leader and employer you wanted to be?

It shaped everything.
I built Wonderland while pregnant with my first, and launched Hire It pregnant with my third — so I’ve always built businesses alongside building a family.
It made me determined to create a culture where flexibility isn’t a favour — it’s normal. Ambition and motherhood can coexist. I’m proud that’s still a core part of how we operate today.

 

4. What would you say to women waiting for the “perfect time” to start their company?

Don’t wait. There is no perfect time — and waiting usually turns into procrastination.
Start messy. Start small. But start.
You can have it all — just maybe not all at the same time. And if you want to live life by your own rules, you have to take the first step.

 

5. With most CEOs globally still being men, did you ever feel you had to lead differently to be taken seriously?

I had to break through a lot of stereotypes — and I was underestimated more times than I can count.
But instead of changing how I led, I focused on being exceptional. Bias happens. But results speak louder than assumptions.

 

6. What assumptions do people still make when they meet you as the owner and CEO?

People sometimes assume that because the business is creative, my role must be purely creative too. What they don’t always see straight away is how commercially driven the company is behind the scenes — the strategy, the numbers, the long-term planning. For me, creativity and commercial leadership have never been separate things. They have to work together. That balance is actually what’s allowed us to grow.

 

7. Have you ever experienced a moment where you felt underestimated — and how did you handle it?

Many times — especially early on.
I didn’t argue. I stayed calm, knew my numbers, knew my vision, and delivered beyond expectation.
You don’t need to fight every battle. Sometimes you just win quietly.

 

8. What advantages do you think female leadership brings to the events industry?

Emotional intelligence, attention to detail, and the ability to stay calm under pressure.
Events are fast, complex, and people-led — and strong female leadership understands nuance and culture instinctively.
I’ve been lucky to build alongside powerhouse women, and I wouldn’t change that for anything.

 

9. What’s a tough leadership decision you made that ultimately changed the trajectory of the company?

Learning to say no.
No to the wrong clients, the wrong work, and sometimes the wrong opportunities. The moment I started protecting the brand, the business levelled up fast.

 

10. How do you maintain high standards and authority while still building a supportive culture?

I’m very clear: kindness and high standards can coexist.
Supportive doesn’t mean soft — it means people feel backed while still being expected to deliver excellence.
The culture is warm, but the work is sharp. Hire It has an incredible family culture and the team are a diverse collective of wonderfully loyal, hard working and talented people.

 

11. What does responsibility feel like when hundreds of clients, staff, and suppliers rely on your decisions?

It’s heavy — but it’s also a privilege.
It teaches you quickly that leadership isn’t about ego. It’s about clarity, consistency, and staying calm when everything is on fire. I think all my companies being female lead means the removal of ego which is has a hugely positive effect on the company and its growth and culture.

 

12. What is the one capability new founders underestimate most when starting an event business?

Resilience.
Everyone thinks it’s about creativity — but what builds a company is being able to handle pressure, setbacks, and chaos… and still show up the next day.
Events will test you. Constantly. Delivering both sides of those events for furniture and creative is intense. 

 

13. If someone wanted to launch a furniture or production company tomorrow, what would you tell them to focus on first?

Your point of difference — and be ruthless about it.
The industry is crowded, so if you’re not clear on what makes you stand out, you’ll disappear into the noise.
Then build systems. Because without systems, growth will break you.

 

14. What early mistake taught you the most about running a company?

Trying to do everything myself.
In the beginning, you think being a good founder means being across every detail — but that’s how you burn out, and how you cap your growth.
The real shift is learning to delegate, trust, and build a team that elevates the business.

 

15. When you look at the business today, what makes you most proud — the growth or the impact on the people within it?

The people.
The growth is exciting, but the real legacy is watching someone start as a junior and grow into leadership with confidence.
Businesses evolve — but the impact you have on people stays.

 

Keep up to date with Hire It over on our Linkedin Page.