Will your event deliver the moment you're imagining?

The morning after your event, you will know instantly whether it worked. Your guests' faces. What your family said. How you felt standing in that room. This diagnostic is not about paperwork and process — it is about whether your plan is built to deliver the moment you are imagining right now.

0 / 10

01 — 10

Where does your event brief currently live?

The brief defines what has been agreed — scope, budget, style, cultural requirements, and key decisions.

In my head, across emails, and in a few WhatsApp conversations

In a document, but not formally agreed or signed off by everyone involved

In a structured written brief that all parties have reviewed and confirmed

02 — 10

Can you see your current budget position right now — in real time?

Not the original estimate. The live position: what has been committed, spent, and what remains unallocated.

No. I have a rough sense but nothing tracked precisely

I have a spreadsheet, but it is not fully up to date

Yes. Every commitment is tracked live against the agreed budget

03 — 10

How many active supplier relationships are you currently managing?

Venue, catering, AV, photography, entertainment, floristry, transport, security, and any other contracted parties.

Fewer than 10 — all briefed, confirmed, and scheduled

10–20, and I am managing most of them myself

More than 20, across multiple contact chains, with no single point of oversight

04 — 10

When something changes, how is it captured?

A supplier update, a budget revision, a guest count shift — changes are inevitable. The question is whether they are documented.

Verbally or in a message — noted but not formally recorded anywhere

In a document, but not consistently updated by everyone involved

In a live system — every change logged with a date, owner, and impact on scope or budget

05 — 10

Does your event have a documented day-of timeline with named owners?

Not a rough schedule. A working document every supplier has seen, agreed to, and is accountable against.

Not yet — we will build that closer to the date

There is a draft timeline, but suppliers have not all confirmed against it

Yes — a detailed run-of-show, confirmed with every supplier, named owners at each stage

06 — 10

If a key supplier dropped out tomorrow, do you have a contingency?

Not "we would figure it out." A specific plan: alternative contacts, budget allocation, and a clear escalation process.

No — we would have to start from scratch

We have some contacts we could call, but nothing formally arranged

Yes — documented contingency suppliers and a clear process for every critical role

07 — 10

How much time per week are you personally spending managing this event?

Emails, calls, decisions, chasing updates, reviewing quotes, managing family or stakeholder input.

Under 2 hours — I approve at key stages, and the rest is managed for me

3–6 hours — significant, but mostly manageable

More than 6 hours — it has become a part-time job

08 — 10

Has your expected total cost changed since your first budget conversation?

Not category estimates — the total committed and projected spend against the original number.

No — tracking to the agreed budget with no unplanned increases

Drifted slightly, but within a range I expected

Increased significantly — and I am not entirely sure why or by exactly how much

09 — 10

Is everyone involved working from the same information?

Same brief, same timeline, same budget parameters, same expectations — suppliers, team, and family.

Not really — different people have different versions of things

Mostly, but I am not certain everyone is fully aligned

Yes — one source of truth that everyone references

10 — 10

On the day of your event, what will your role be?

This is the most important question.

Managing — checking on suppliers, fixing problems, making decisions throughout

Somewhere in between — mostly present, but aware I will need to intervene at points

Present — nothing to manage, nothing to check. Just there for the people that matter