Episode 4 | When “A Few Extra Guests” Becomes a Ballroom Hostage Situation

We created this massive seating chart — 10 feet high, about 20 feet long — where all the tables were broken down to each person. However, what we did not know — my team and I did not know — is that our client was still allowing people, even the day of, to attend the gala.

Jen: Hey everyone, I'm Jen Santos and this is Mayhem and Method, where event pros tell the real story of what happened and what it reveals about how events actually work.

I'm here today with my guest, Andrew Roby of Andrew Roby Events. He is an event planner and producer, and I am so glad you can be here today.

Andrew: Thank you. Yeah. Thank you for having me.

Jen: So I want to start with one of the most important questions for event planners, which is: what are your favorite shoes?

Andrew: I love that question. So off guard — I was not expecting that. I actually love my Air Max high tops, Nike Air Max, because it feels like I'm floating on water — floating in the air — because they're just so light. And I can use them, especially when setting up and running around for very long days. Must haves.

Jen: Got it. Do you have a color preference? Are you the standard black or do you venture out?

Andrew: We wear any and everything. I do not prefer to always be in black, especially on event day. We like to blend in. I just let my team wear whatever they're comfortable in.

Jen: Amazing. I wish more people did that.

So let's go ahead and dive into your story — your kind of disaster story, your mayhem story, since the podcast is named Mayhem and Method. Tell me about the big incident. Walk me through what happened, spend a couple of minutes, and then from there we'll kind of back up through time to figure out what happened before what happened happened. And granted, we can never be in the heads of other people — and probably don't ever want to be — but let's talk about what we can figure out from that and what you've done differently going forward. I hand it over to you to tell us your story.

Andrew: I have a couple of mayhem stories, but I'll give you one.

It was a multi-day conference, and our conference also had an award ceremony embedded into it. We've done plenty of galas, we've done plenty of award ceremonies, so we understand everything from presentations to speakers, musicians, entertainment — all of that.

But because the conference was the main element, we had to make sure that we had the proper seating charts for our gala and awards ceremony. Most conferences are just free-for-all, open seating. But this one, we had to explain to our client that if you're doing a gala with sponsored tables and guests who weren't part of the conference, it needed to have assigned seats — or at least assigned tables.

So what we did is we created this massive seating chart, sort of like a step-and-repeat, but built as a seating chart. It was 10 feet high, about 20 feet long, where all the tables were broken down to each person, so they knew where they were going to be able to sit. As we did registration and checked people in with QR codes, they just walked over to the seating chart, saw their name, saw their table, and were able to go and have a seat.

However, what we did not know — my team and I did not know — is that our client was still allowing people, even the day of, to attend the gala. It was an hour before the gala started when we were told: "Hey, the list that we gave you, and that we approved prior to this, has been changed. Here's the new list."

So for us, the seating chart had already been printed. The BEO had already been submitted to catering so they knew exactly what everybody was eating for that award ceremony. We were a little confused as to why we were being given a new list, and then 30 minutes later, another list, and more changes.

We are now having to check people in, adjust the catering, and try to make sure all the new people knew where they were seated — because the seating chart had already been done. We're trying to manage this as best we can. My direction to my team was: get everybody who has assigned seating to go and sit, and then anyone who doesn't find their name on the seating chart, we'll have a dedicated person to figure out where they're going to be seated. We didn't want people going to the wrong table or to a table that had too many people.

Then, as people were coming up to check in, they were showing us emails from the client side saying, "Hey, you're allowed to come. Here's approval that you can come." None of those people were actually on either of the two lists that had been given to us prior to seating. So we're now juggling three different lists, plus people showing us emails and screenshots saying they can come — because the client had sent those emails. It was absolute mayhem, total chaos, because we were trying to figure out what we were doing. And on top of everything else: do we have more people than what we accounted for in food and beverage?

It was a complete disaster because people were going to whatever seat was available — but that person hadn't necessarily arrived yet. We were trying to be as respectful and hospitable as possible and get them to the right table, because some of those were sponsored tables. Sponsors had all their people there. It wasn't a good look for the client, because sponsors were frustrated with people they didn't know sitting at their tables. The guests were frustrated too, because they'd been told they could come but didn't have the proper meal or the proper table. And the hotel was like, "What is going on?" And we were like, "What is going on?"

It was total chaos. But ultimately we figured out where people could sit and got them to the right tables. The hotel catering team was very gracious — they understood it wasn't our fault — and they worked to get more food, and the right food given dietary restrictions, to the people who needed it. The fallout from that was really something. The hotel charged the client because it was more food than what the client had agreed to, and it was beyond attrition.

That was part of our feedback to our client afterward: why the seating chart was essential, why place cards matter, why the butlers need to know what to serve — the list goes on. Unfortunately, we had to let that client go because they were not receptive to any of it. They also were not willing to take ownership of the aftermath and why things were so disorganized — especially because during onboarding, they had highlighted over and over again how important this award gala was and how important the organization was. But they were the cause of the disorganization, and they weren't willing to take ownership of that. They tried to blame it on us.

And I was like: no. This is not the type of client we want to be working with, nor the type of position we want to be in — because it makes us look like we were disorganized when we provided them with all the tools to stay organized.

Chaos. Crazy indeed.

Jen: Mayhem times 10. Oh my gosh. And I have so many questions now.

But before I start — you said your client didn't take responsibility — and I was just remembering the other day, I had a client, a team running probably 20-plus events a year, very small team. They brought me in and said, yes, we want to create all this organization and structure, it is super important. So I went in, we used Smartsheet and all this stuff, I created all these workbacks, used the templates, and everybody was following them. Then she gets super frustrated and I'm like, what's going on? She says, "I don't want to have to follow the process, but everybody else needs to."

And I'm like: that's not how this works. That's not how any of this works. You're not going to have the results you want. This is a team — we succeed or we fail as a team. You can't conditionally decide not to follow the rules and then expect the outcomes you want. That's not a thing.

Andrew: Absolutely.

Jen: Okay, so — how many people were supposed to be at the gala? Give me a little scope because my mind is going crazy here.

Andrew: I believe, if I can recall correctly, it was probably about 250 people at the gala. If I can recall correctly.

Jen: Yeah, just a frame of reference — are we talking 25 people? Obviously not. I could already tell we're not talking 2,000.

Andrew: No, no, no — I need to correct myself. Because this was a conference that was larger than that. It was about 400 people who were invited from the conference side to attend the gala. So about 400, yes.

Jen: Okay. So then you had a bunch of extra people show up who were never on the initial list — no food orders for them, beyond what you'd account for in overage — and no tables, because the last thing you want is a bunch of empty tables sitting around at something like this. Did you have to start sourcing tables, calling hotel management? Walk me through what that looked like, step by step.

Andrew: So we had to change the floor plan. It wasn't just the tables — it was tables, linen, chairs, flatware, table numbers. We had to move things around just to add people. And it wasn't like we were adding one table. This was about 30-something people coming in that we had no clue about — well beyond what you'd normally allocate for overage. And we also had to work with the hotel on the food. A lot of people assume hotels have an absorbent amount of extra food, but hotels actually stick to plan. They have a percentage for overage as a buffer, but they don't have hundreds of extra plates just sitting in case. We were dealing with all of that.

Jen: So — I assume, and I know what happens when you assume — but I assume the people who were properly on the list got the food they ordered?

Andrew: That's correct.

Jen: So you're just dealing with those 30-something extra people, and they sort of got a best-effort on dietary requirements?

Andrew: Exactly. Dietary restrictions are very specific and have to be done in advance. So some people — if it was a chicken dish, maybe they ended up with a chicken dish. But those with dietary restrictions probably only got soup or salad and dessert because the hotel simply wasn't prepared for that level of overage.

Jen: I'm gluten free, and when I fly, sometimes the airline never gets my order right. I've been on a 10-hour international flight and they're like, here's your salad. And I'm like — this is a 10-hour flight. I'm not built for a salad in 10 hours.

Andrew: Exactly.

Jen: Okay, how did you handle the situation with these last-minute show-uppers who went to a random sponsored table? Did they get physically moved, or did you just start shuffling people around gently?

Andrew: We had to move them to the table that was available for them. When you're dealing with a sponsor table, that sponsor has 10 people they've invited. We had place cards that identified a person's name and what they were eating. So it wasn't even possible to keep someone else there. Same with non-sponsored tables — they also had place cards and dedicated meal assignments. The butlers for each table had their table order already printed, with what each person was eating. There was no way to keep people in the wrong seat.

So I took that on personally as lead planner — moving the people who had sat down on their own, escorting them to the right table — while my team continued with check-in and registration and handled everyone who hadn't made their way into the ballroom yet.

Jen: What was the reaction from these last-minute attendees? Because it's not their fault the client didn't have their act together.

Andrew: Some people were frustrated, and rightfully so. No one wants to be invited to a black-tie, red carpet event and then feel like they didn't belong or like they were an afterthought. There was a level of frustration with that. But as the organizers, it was up to me to keep the situation as calm as possible — while also trying to start the program. Because an issue like that can delay the start of the program.

I'm the show caller. I'm the one who gets the program started on time, managing cues, AV, speakers, and my team backstage. I had to pull team members from backstage — people who handle the MC, the host, the speakers — to come and support in front of house. I am never in front of house. I'm always back of house, making sure AV and everyone else is good to go.

I took it upon myself to make sure those guests still felt honored and respected, while also getting them to the proper table and getting them the best meals possible given the circumstances.

Jen: I would totally be ridiculously frustrated. How were those additional lists delivered? What was the communication style from the client?

Andrew: They were just — honestly, there was an astonishing amount of courage in that. "Here, we're going to blow up your entire program. Good luck."

They brought us printed lists that were different from what we had. Because for any program — especially multi-day events — we do a full next-day review the day prior so that everyone is on the same page, and then a brief recap the morning of. We had done all of that. Everyone was fully aware.

So that afternoon, at the conclusion of the conference for that day, we began setting up for the gala — all the décor. Then at the conclusion of setup, our client came out and gave us a list and said, "Hey, the list has changed. Here are some additional people we invited. Here are the tables we want to put them at." We went and used that list to confirm whether it made sense against the seating chart — already printed, 10 feet by 20 feet — and tried to work through the discrepancies.

Then, in the middle of working those discrepancies with my team and the hotel, our client brought out another list. An update to the previous one. And I'm the type of person who is going to be very frank — respectful and tactful, but frank — including with my clients. "This is what we're being faced with. This is the reality of the situation. We'll work through it, but I need to know there aren't going to be any more changes, because this is literally 15 to 20 minutes before registration starts."

And then, maybe 20 minutes into check-in, we started getting that flow of people showing up with emails and screenshots from the client saying they were allowed to come. At that point, it wasn't about going back and forth with the client to verify whether they were approved. It was about reacting — and making sure that if someone was showing us proof from the client that they could come, they got properly seated somewhere. Not necessarily the table they thought they'd be at, but a table, so they could enjoy the gala with everyone else.

Jen: I once did an event — nothing at this level of luxury, just a basic tech conference — and that morning they were sending me email lists with names that didn't match, maybe spelled differently, and I'm in the registration system trying to manually adjust records. Some people weren't in there at all, some were registered under a different name. A total hot mess.

Which brings me to my event tech question — did you have an online system for tracking the initial 400 people, or was this all in spreadsheets? And then when someone showed up to check in and wasn't in the system, were you frantically trying to get them added for data integrity, or just collecting information and dealing with it later?

Andrew: We used Cvent and their check-in system. Most people on the conference side had emails with QR codes, so we had iPads set up, everyone just scanned, confirmed, and went in. Check-in was 30 seconds or less. People who were invited but not part of the conference — including sponsors' guests — also had Cvent emails with QR codes. They were fine.

Everyone else — the people from the printed sheets, or those showing emails and screenshots — we didn't even have a chance to plug them into Cvent. We didn't have time. It would've taken too long to enter them and then find them a table. We just verified who they were, verified if they were on any list, and went straight to table assignments.

Jen: That makes sense. The client probably already had that data since it was on the printed sheet, so they could reconcile it later. Okay. Did the program actually end up starting late?

Andrew: Yes. My blood boils about it because I am very particular about starting on time. I live by starting on time. The program started maybe 30 to 45 minutes late.

The good thing is I made up time. But then — this event overall was not the best event — as I was making up time, I discovered that the script had been changed. The client had changed the script that had been approved prior, through our full rehearsal where everyone — AV, speakers, all of it — was on time and on the same page. That changed script had been given to AV. AV didn't tell me.

So what was happening is the MC was reading information that was incorrect. The MC would say, "And at this time we're going to have a video from our sponsor" — and there was no video. I'm looking ahead on my script to see what's coming, so I can tell AV to get ready — and it wasn't there. There were several occasions where the MC, reading from the teleprompter, was saying things that my script did not reflect and that were not actually happening.

So I forced an intermission. Because it was clear — not only to me, the MC, and AV, but now to the audience — that something was not right. I called intermission, had the team backstage update the teleprompter with an intermission slide, and used those 15 minutes to get the MC, AV, and myself aligned on the correct script. That also let catering pause and catch up.

My AV lead was furious — furious — about all the last-minute client-side changes. I needed them calm, because we still had awards to give out, sponsor videos, speakers — the whole back half of the program. So we got everything sorted in those 15 minutes.

It would have been embarrassing for the MC to be on stage in front of 400-plus people saying something was about to happen that never did — no slides, no video, nothing. We got everyone on the right page and moved forward.

Jen: That is amazing. Congratulations to you for your professionalism — for recognizing what had to happen and having the clarity to just call the intermission.

Andrew: Yeah.

Jen: So — you said your client basically didn't take accountability for any of it. Let's fast-forward. Assume the rest of the show went brilliantly —

Andrew: It did. It did.

Jen: — walk me through the post-event conversation, whatever you can share. I'll be honest, I love hearing this part.

Andrew: So at every event — brand event, corporate event, nonprofit, association, whatever — we do an outbrief. That outbrief is us presenting what was supposed to happen, what did happen, and what measures of improvement can occur for the next one.

It takes us about two weeks to compile the report, because it's not just Andrew and his team. We talk to the hotel, the venue, every vendor partner including AV — we want to give the client the full picture, not just a one-sided view from the planning organization.

We compiled all of that, got input from all the vendor partners, and drafted it into a document. And the standard process is not just emailing it over — we schedule a meeting, we present it, and we make space for the client to give feedback too, because they're part of that process.

We tried to schedule the meeting. It didn't happen. We still submitted the document because it's their document — they should have that information. We followed up: "Hey, can we discuss this? So that everyone has their say and we can make sure this doesn't happen again." Because it wasn't just the gala. We had also flagged room sizing issues — rooms being overpacked with people allowed in at the last minute, the scale of the event outgrowing the hotel they were partnered with. That hotel relationship had run its course. They needed a bigger hotel, more space. All of that was part of our assessment.

But they never wanted to have the meeting. I spoke with my team and we collectively decided this wasn't a client we needed to move forward with — because they were not receptive to having the closeout meeting, and they weren't willing to acknowledge the missteps that took place.

Jen: No, I mean — since forever in events, it's always been: we succeed or we fail as a team. I said something like that at the beginning of this conversation. And that includes our client teams.

I do the same thing. I start taking notes onsite — this is what went right, because I like to celebrate what did go right, and then what went wrong. And I go out to all the teams — content, exhibitors, everybody — and collect their feedback. The client has to take responsibility. I feel sorry for whoever has picked up this event since then, because I'm sure it hasn't gone any differently.

Andrew: I doubt it. I doubt it.

Jen: So I love hearing about your process — the pre-work with the client, the pre-meeting, the full run-of-show, walking through everything, ticking every box. You did everything. And still. Mayhem shows up.

Andrew: And we expect mayhem. Sometimes not — I don't believe in perfect events. I believe things will happen. What I want to control is how things happen, and when they happen. Some things are going to change — maybe the agenda shifts, stuff like that. Fine. Let us know. We adjust, we adapt, we move forward.

But the things we had no idea would happen — that's where it gets bad. We're going to anticipate that a couple of people might show up last minute. Certainly not a problem. We build in overage for that. But when it gets to 30, 40% overage — that's where the mayhem happens. And when it comes to disorganization, after we have provided you with a very organized plan of action and a strategic plan — that's when mayhem happens. It's not "you guys should have been better at organizing." They were organized. It's when you don't follow the plan that it becomes very chaotic.

Jen: Yeah. Totally. You are a hundred percent right.

And I want to thank you for taking your time to be here today — on Mayhem and Method, where we have demonstrated both beautifully today. I'd like to give you a minute to tell my audience where they can get in touch with you and learn more about what you do.

Andrew: Thank you so much. It is andrewrobyevents.com, and we're on social media — Instagram, LinkedIn, Facebook — at Andrew Roby Events.

Jen: Awesome. Thank you so much.

Andrew: Thank you for having me.

Thanks for listening in to another rollercoaster someone else rode so you don't have to. If you enjoyed this conversation, please take a moment to rate, review, subscribe, and share so other event pros can find the show. Until next time, tame the mayhem.

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