In our early days, managing the people assigned to a project could feel like a game of Tetris: pieces that fitted into gaps in the calendar in a more or less predictable way.
One project, one team, one timeline… and off you go. But as Barter grew, that model fell short.
Today, planning looks much more like a Rubik’s Cube. In the Project Office we have learned that isolated moves no longer exist. When you fit one piece (a profile, a language, someone’s availability…), you are automatically moving three more. We don’t just manage hours; we coordinate technical specialisation, previous experience, international contexts… and the reality of every person who is part of Barter.
And this is where the real challenge begins.
1. Accept complexity (and stop looking for the perfect solution)
One of our biggest lessons has been understanding that this “cube” will rarely be perfectly aligned. There is no combination that satisfies every variable 100%. And accepting that completely changes the way you work. You stop chasing perfection… and start looking for the best possible solution: the one that guarantees the event’s success without compromising the team’s sustainability.
2. Manage peaks with judgement, not just capacity
High-workload periods, and especially last-minute requests, are where any structure is put to the test. It isn’t only about having resources. It’s about making responsible decisions: protecting the projects already committed, maintaining quality standards and knowing how to manage operational limits so results aren’t compromised. Setting clear confirmation deadlines isn’t a barrier — it’s how we make sure every project is delivered with the rigour and quality that define who we are.
3. Specialisation without losing the team mindset
Over time, we have moved towards greater specialisation. Repeating profiles on certain types of events increases efficiency, improves processes and builds real know-how. But one thing remains key: team culture. Because when things get complicated — and they always do — what really makes the difference isn’t just specialisation, but attitude. Working as a “macro-team”, where everyone is willing to help wherever they are needed, is what keeps the system from breaking.
Back to basics
And even so, there are moments when neither tools, nor systems, nor advance planning are enough. Moments of maximum complexity when we go back to basics: pen, paper and conversation. Because no matter how much technology or AI we have, there is still no software capable of replacing a team thinking together, sharing the problem and adjusting the pieces until everything fits. In B2B events, planning and assigning projects is no longer linear. It is dynamic, interdependent and deeply human.
To those of you working in operations, planning or team management: which piece do you find hardest to fit? How do you find the balance when everything is moving at the same time?
Originally published in Spanish on LinkedIn.