“We need a fun activity for sixty people.” It is a common request and an excellent start to a conversation. But on its own, it does not yet allow us to recommend a programme. Sixty people may be a team that has known each other for years or a group meeting for the first time. They may have two free hours or a whole day. And they may be looking for fun, integration or strategic alignment.
A well-made brief does not turn the request into a bureaucratic process. It does exactly the opposite: it saves email exchanges, speeds up the proposal and reduces the risk of choosing an unsuitable format.
Ten questions worth answering
1. Why are we holding this event? Celebration, onboarding, integration between departments, recognition, strengthening culture or a team moment after a demanding period are different objectives.
2. What would we like to happen the next day? A concrete answer helps design the experience better. For example: “we want the sales and operations teams to get to know each other better”.
3. How many people will take part? Give a realistic range and the moment when the number will be confirmed. An activity for 20 people does not automatically scale to 200.
4. What is the group's profile? Ages, languages, work habits, cultural diversity and accessibility needs can influence the format and dynamic.
5. When and for how long? State the date, start and end times and any restrictions. A morning programme can have a different energy from an activity after a convention lasting several hours.
6. Where do we want to hold the event? Is it in the office, in a hotel, in an outdoor space or in a specific city? If there is no venue yet, say so: it may be an opportunity to suggest alternatives.
7. What is the reference budget? An indicative range per person or overall makes it possible to design a viable solution from the start. The absence of a budget can lead to proposals far from expectations.
8. What must not happen? Allergies, space limitations, mobility difficulties, brand restrictions and concerns about very physical activities should appear in the brief, not the day before.
9. What have you done before? Knowing what went well and what disappointed helps avoid repetition and understand the team's style.
10. Who decides and when? An operational contact and an approval deadline make communication more agile. Also include any need for a formal proposal, contract or specific invoicing.
The brief should talk about people, not just logistics
Logistics is indispensable, but the difference between a correct activity and a relevant experience lies in the design of participation. If the company wants to bring departments closer, team formation should not repeat the usual organisation. If there is a group with different levels of mobility, it is advisable to choose challenges in which nobody is left just watching.
It is also useful to clarify what kind of competition makes sense. Some teams like points, rankings and prizes; others respond better to cooperative missions or workshops. No approach is universal.
What to expect from a good partner
An experienced supplier does not just reply with a catalogue. It asks questions, proposes alternatives, explains limitations, validates safety conditions and describes what happens if it rains or if the number of participants changes. The aim is not to sell the showiest activity; it is to create an event that works in practice.
At Boost Events, a good project starts with this conversation. Have a date, a group and an idea still to be finalised? Send us the brief through our contact page and we will help turn it into a tailor-made experience.
