The event’s over. The paperwork, shockingly, is not.

The operational problem

The show ends and the team is already building the next one. The offer that changed twice, the rider costs agreed by text, the supplier invoice that never arrived, the artist invoice that arrived twice — settling all of it depends on whoever was in the room remembering what was agreed. Event P&Ls close months late, or close wrong, or never really close at all.

What Emily watches

• Offers, counter-offers and what was finally agreed
• Contracts issued, signed, or sitting unsigned
• Supplier and artist invoices expected, received and paid
• Costs agreed informally that have no paperwork yet
• Approvals needed before money moves
• The gap between the budget and what is actually landing

What Emily produces

• A settlement view per event: agreed, invoiced, paid, missing
• Chase messages for missing paperwork, drafted and held for approval
• Alerts when a cost appears that nobody signed off
• A P&L close checklist that empties itself as documents arrive
• The paper trail, findable, when a dispute surfaces months later

The working view

What remains human

• Every payment and approval stays with the people authorised to make it
• Negotiations remain human — the system records outcomes, it does not bargain
• Nothing is sent to an artist, agent or supplier without sign-off

Indicative implementation

A configuration like this begins with an audit of how the work actually moves, followed by a focused build against the systems involved, then ongoing care as tools and people change. Scope and timeline depend on the systems, access and approval rules of the business.

How the three stages work →