Planning an event
in Lisbon.

01 / THE PURPOSE

Define what the event needs to achieve.

Start with the business outcome, then decide the format. A leadership meeting, customer conference and agency-led brand event need different rooms, programmes and production support.

• Audience: who is attending, from which markets, and with what language or accessibility requirements?
• Outcome: what should people know, feel or do afterwards? Decide how your team will evaluate it.
• Format: one meeting or several sessions; plenary, breakouts, exhibition, dinner or off-site activity?
• Scale: expected guests, speakers, crew and exhibitors. Separate confirmed numbers from estimates.
• Dates: preferred dates, alternatives and any fixed deadline. Include setup, rehearsal and breakdown access.

Your output: a one-page event brief with a named decision-maker and a clear definition of success.

02 / THE COMMERCIAL PICTURE

Compare the whole scope.

Give your local partner a working budget or range and say what it covers. A venue-only budget and a total programme budget are different briefs. If the budget is still being agreed, share the essential elements and the parts that can change.

Ask for each proposal to show inclusions, exclusions, assumptions, currency, applicable taxes and quote validity. Identify who contracts and pays each supplier. Check what happens if guest numbers, event dates or the programme change before committing.

Your output: a cost plan that separates confirmed costs, estimates and options, with a person authorised to approve changes.

03 / THE RIGHT SPACE

Test the room against the programme.

Shortlist venues using the actual event layout, not just a headline capacity or a photograph. A theatre presentation, cabaret session and networking reception place different demands on the same space.

• Programme fit: room layouts, sightlines, breakout space, backstage, registration and catering flow.
• Access: step-free routes, accessible facilities, guest arrival points and workable supplier loading.
• Production: power, rigging permissions, sound restrictions, internet capacity and technical exclusivities.
• Time: access for installation and rehearsal, operating hours and deadlines for breakdown.
• Resilience: a usable alternative for outdoor elements and responsibilities if conditions change.
• Commercial terms: availability, provisional holds, deposits, cancellation terms and what is actually included.

For a remote site inspection, request a walk-through that follows the guest and supplier routes, plus the current floor plan. Record unresolved questions before making a booking decision.

Your output: a comparable shortlist with suitability, outstanding checks and total scope visible for each option.

04 / THE GUEST JOURNEY

Connect arrivals to the agenda.

Map the journey from arrival to departure: airport or station, hotel, venue, evening programme and return. Test each movement against the programme and the group’s needs. Verify travel times for the actual route and operating conditions before publishing timings.

• Arrivals: expected arrival windows, meeting points, late-arrival handling and the person monitoring changes.
• Accommodation: who manages bookings, rooming lists, cut-off dates, changes and guest questions.
• Transfers: group sizes, luggage, accessible vehicles, pickup instructions and a backup contact.
• Guest information: joining instructions, venue access, language needs and a named event contact.
• Personal requirements: collect only the information needed for the event, restrict access and agree how it is shared and deleted.

Make the booking responsibilities explicit. Flight, accommodation and transport arrangements may sit with the client, a travel provider or an appointed supplier; coordination and direct booking are different scopes.

Your output: a guest movement schedule and a responsibility list that connects transport, hospitality and production.

05 / DECISIONS IN ORDER

Work backwards from doors open.

There is no single lead time that fits every Lisbon event. Venue availability, production complexity, guest travel, procurement and approval speed all affect the schedule. Start feasibility work as soon as your date, audience and scope are taking shape.

1. Confirm the brief

   Agree the outcome, audience, date options, budget range, decision-makers and local support required.

2. Establish feasibility

   Check venue and supplier availability, technical constraints and the overall cost picture before making commitments.

3. Approve and book

   Assign contracting responsibilities, secure approved elements and record payment and cancellation deadlines.

4. Develop the production

   Set deadlines for the programme, artwork, speaker needs, guest counts, access requirements and supplier instructions.

5. Rehearse, deliver and close

   Confirm readiness, deliver the event, reconcile changes and review the outcome against the original brief.

If the date is close, identify the essential elements first and check availability before expanding the concept. A short lead time is a feasibility question, not a reason to promise an unverified turnaround.

Your output: one shared schedule with owners, approval dates and dependencies.

06 / READY FOR THE ROOM

Give everyone the same plan.

Before delivery, agree who owns the final production pack and who can authorise a change on site. A live event needs a shared version of the plan that the people doing the work can actually use.

• A running order covering setup, technical checks, rehearsals, guest arrival, sessions and breakdown.
• A current floor plan, supplier schedule, crew roles and escalation contacts.
• Speaker and presentation requirements, including content deadlines and backup files.
• Guest-facing instructions and accessibility arrangements confirmed with the relevant suppliers.
• Venue procedures, safety responsibilities, applicable permissions and contingency actions confirmed with the responsible specialists.
• A close-out process for supplier changes, final costs, feedback and agreed project outputs.

For agency-led projects, agree the client-facing roles, branding, confidentiality and reporting approach before work begins.

Your output: an approved production pack, with clear ownership of decisions during the event.