Role
Event manager
When do you make the final decision on catering numbers? The day before, based on registrations from a week ago - because that is what is known. This whole role consists of making binding decisions on data that is still going to change.
Intro call
Four questions we would start with
When is the final decision on the size of the event made?
Usually when least is known - because suppliers want confirmation earlier than attendees can make up their minds. The gap between registration and attendance is your risk.
What do you put off first in the last week before an event?
Usually communication with attendees - which is what affects turnout most. Logistics shouts louder, so it wins.
Whose desk does an arrangement made with a supplier over the phone end up on?
If it is in somebody's notes, then when a person changes or an invoice is disputed there is nothing to go back to. The events industry runs on phone calls and that will not change - but a record can be left.
How quickly do you find out that registrations have stopped coming in?
At the check three days before - and by then it is too late for anything beyond sending a reminder. A drop in the pace is visible much earlier, if somebody is watching it.
We take over the chasing, you keep the running of it
Handling registrations, communicating with attendees, watching supplier deadlines and settling up afterwards can be taken off the desk. Decisions about scale, about the programme and about which suppliers stay with you.
- The decision to order stays with a person. - The system shows the pace of registration against similar events and how many people usually do not turn up. How much to order is settled by you.
- Communication with attendees does not wait for a free moment. - Confirmations, reminders and practical information go out to a plan, rather than according to what you get round to.
- An arrangement with a supplier is recorded. - Even in one sentence after the phone call. That is the thing which, when an invoice is disputed, settles the matter without reconstructing a conversation from six months ago.
Scope
What can be taken off organising events
Twenty example tasks. Each one has a human approval point. Below is a selection, and the scope we fit to your process.
Planning and budget
- A preparation schedule with dates counted back from the event
- Reminders about binding deadlines towards suppliers
- Costs against budget, as you go
- A comparison with the budget of a similar event from the past
- A list of tasks and responsibilities with delays marked
Registrations and attendees
- Handling sign-ups with a confirmation and the practical details
- The pace of registration against similar events (decision on how to react: the event manager)
- Reminders before the event to the planned rhythm
- Handling changes and cancellations with the lists updated
- The attendee list broken down as the organisation needs it
Logistics and suppliers
- A register of arrangements with suppliers with the date and the person
- A reminder about the deadline for confirming numbers (confirmed by: the event manager)
- A summary of the special requirements attendees have raised
- The list of things to check on site
- Checking the invoice against what was arranged
During and after the event
- The attendance list and its comparison with registrations
- A post-event survey and the collection of responses
- Passing contacts to sales with the context of the conversation (qualification: the event manager)
- The cost of the event against the results
- A note of the organisational lessons for next time
A day's work
Today
- Registrations come from a form into a spreadsheet somebody has to watch
- You send reminders when you remember to
- Arrangements with suppliers live in a notebook and in an inbox
- You hear about the deadline for confirming numbers from the supplier
- After the event the list of contacts sits for a week before anyone deals with it
- You remember the organisational lessons until the next event, or you do not
With AI assistance
- Sign-ups handle themselves, you watch the pace rather than individual rows
- Reminders go out to the plan agreed at the start
- You record an arrangement with a supplier in one sentence and it stays
- Binding deadlines remind themselves, in advance
- Contacts reach sales the day after the event, with context
- The lessons from the previous event are waiting when you plan the next
- Turnout against registrations
fewer people who signed up and did not come
communication before the event goes to a plan, not according to spare time
- Time spent on sign-ups
the organiser works on the event, not on the spreadsheet
handling registrations stops being manual work
- Budget control
the cost is visible during, not after
spending is set against the budget as you go
- What happens to leads after the event
contacts reach sales while they still remember the conversation
the handover is a step in the process, not goodwill
We start with one recurring event, not with all of them at once.
- Step 1
We take the last event apart
What took longest, what fell apart, what was missing. That conversation usually shows that most of the stress came from chasing deadlines rather than from the organising itself.
- Step 2
Registrations and communication
Handling sign-ups and a planned rhythm of reminders. This is the step you see in the turnout fastest.
- Step 3
Deadlines and suppliers
A schedule counted back and a register of arrangements. Simple, because it has to be used on the move rather than filled in at a desk.
- Step 4
After the event
Passing on contacts and settling up. Deliberately last - it is the part most easily forgotten, and that is why it has to be built into the process rather than added as good practice.
Common questions
Questions that come up at the first meeting
Will running events need fewer people?
An event has nowhere to shrink - it has a fixed number of things to watch and a fixed date. What is taken off the desk is lists, reminders and summaries, which is what eats the attention needed elsewhere. The same team runs more events, or runs them more calmly, without the night before. Which of the two you choose is your decision.
Does this fall under the AI Act?
Organising events is not a high-risk use. The point to watch is attendee data: consent, scope and retention apply as usual, and special requirements add data that has to be treated carefully and deleted after the event.
Still have a question that is not here? Book a call
Next step
How many attendees of your last event registered and did not come?
We will show you what organising an event looks like when the registrations and the deadlines watch themselves and you are in the room.