In the universe of mass events, there's an undeniable truth: something unexpected can always arise. No matter how exhaustive the planning, no matter how detailed the Gantt chart, reality always finds a way to surprise us. And it's precisely in those moments, when the unexpected knocks, that a production company's true capability is measured.
For us at SOMOS DER, contingency isn't a plan B; it's an integral part of plans A, B, C, and even Z. It's not about reacting when a problem is already upon us, but about anticipating it, visualizing every possible scenario, and having a prepared response before it materializes. It's like playing chess with the event's destiny: you have to think several moves ahead.
The Mindset Behind Contingency Planning
Managing events in 6 countries, with +100 operations and over +150,000 attendees managed, has taught us that the key lies in adaptability and experience. There's no universal manual for every unforeseen event, but there is a methodology that allows us to build robust solutions:
- Proactive risk analysis: Before the first fence is even set up, we conduct an exhaustive mapping of all possible points of failure. What if it rains? What if the power goes out? What happens if a supplier fails? What if connectivity is unstable? Each question opens up a branch of possible solutions.
- Scalable protocol design: Contingency solutions must be flexible. A five-minute power outage is not the same as a two-hour one. Our protocols are designed to scale, ensuring that the response is proportional to the size and complexity of the problem.
- Trained and autonomous teams: Having a 24/7 team means that each member is capable of making quick and effective decisions. Autonomy, backed by a clear structure, is fundamental for solving problems in real-time, without unnecessary delays.
- Specialized technology as an ally: While technology doesn't eliminate problems, it does give us powerful tools to manage them. From redundant communication systems to access control solutions that work offline, every piece of technology is chosen with its resilience in mind.
Real Case: Anuel AA and the Dual System for 60,000 People
A clear example of our contingency philosophy occurred with the Anuel AA concert. We faced the challenge of managing access control for 60,000 people, a considerable crowd that demanded efficiency and, above all, zero margin for error.
The operational context presented its own complexity. While we had robust infrastructure and meticulous planning, there's always the possibility that connectivity or database systems could suffer some kind of interruption. For events of this magnitude, even a minimal failure can generate significant delays and affect the experience of thousands of attendees.
Our solution was to implement a dual access control system. This involved:
- Main online system: A robust, real-time connected system, optimized for speed and traceability of every entry.
- Offline backup system: A second system, completely independent of the main one, designed to operate without an internet connection and synchronize data once connectivity was restored.
What did this mean in practice? In the event of any network fluctuation or a possible issue with the main system, the backup system seamlessly kicked in for the public. Ticket readers continued to function, attendees continued to enter smoothly, and the operation didn't stop for a second.
This strategy allowed us to impeccably manage the access of 60,000 people, guaranteeing the fluidity and security of the event, without any technological unforeseen event affecting the experience.
Beyond the Anecdote: The Lesson
The Anuel AA case is not an exception; it's a reflection of how we approach every operation. Whether it's access control for 30 dates and 30,000 attendees, as with Abel Pintos, or gastronomic management for 120,000 people, as at Buenos Aires Trap, contingency is a central pillar.
At SOMOS DER, we understand that your peace of mind is our priority. That's why we not only think about how to make an event work, but how to ensure it keeps working, even when the unexpected arises. Because, at the end of the day, an event's success is measured not only by what goes well, but by how challenges that no one saw coming are managed.