5 lessons we learned in 2025

BWS 2026: Building the Professional Machine

At BWS Event Support, we don’t believe in “marketing talk”.
We believe in efficient logistics, hard work, and constant improvement. As we look toward 2026, we want to be transparent about what we’ve learned in the trenches and how we are changing to stay at the top of the industry.

1. Drowning in Emails Is for Small Teams

When you have a two or three person office, email works.
When you are managing dozens of international projects at the same time, email becomes a liability. Threads get buried. Attachments get lost. Someone forgets to forward a flight confirmation or an invoice, and suddenly the risk of a serious mistake grows.

The lesson: Manual data entry and “staying on top of threads” wastes the potential of strong people.

What we changed: We moved the entire Operations Department (and the company) to Trello.
It is now our Command Center.

• Every project has its own dashboard.
• Accommodation, transport, crew lists and documentation are visible at a glance.
• Automations move information between Operations and Administration without reminder emails.
• Complex foreign documentation is handled without endless back and forth.

The result: Less busy work, higher precision, and faster reaction time with the same number of people.

2. Technology Takes the Burden, Not the Job

We asked ourselves a hard question.
Why are our best office people re typing data or fixing system errors instead of solving real problems?

The lesson: If a system can do it faster and without errors, let the system do it.

What we changed: We automated repetitive tasks across departments. Logistics flow automatically. Documentation is triggered by status changes. Internal movement of information no longer depends on memory.

The result: Higher operational efficiency. Our team now focuses on supporting the crew on site, not on paperwork.

3. No More Untouchable Dinosaurs

We have many people who have been with us for years.
Most are legends.
They built BWS.
But we also learned that some veterans stayed only out of habit.
Over time, a few stopped pushing.
When a veteran stops caring, new workers learn that mediocrity is acceptable.

It is not.

The lesson: Loyalty matters, but standards matter more.

What we changed: We made difficult decisions and parted ways with those who were dragging the culture down.

What are we doing to track the “falling stars”?

• 360° feedback after every job, from client to newest crew member.
• Performance tracking based on past achievements, current output and future potential.
• Zero tolerance for negative influence on site.

The result: A clear message. Nobody is untouchable. The atmosphere is driven by people who want to be here, who deliver – and benefit from it.

4. The Power of the Reset

We are all human.

People make mistakes.

In our industry, some mistakes deserve a permanent ban.

But we also learned that not every failure needs to be final.

The lesson: A 30 to 90 day break can reset a mindset.

What we changed: We formalized our return policy.

• Soft bans for behavioral issues such as slacking or bad attitude.
• Hard bans for drugs, alcohol on shift, or violence. One shot only.
• A face to face comeback conversation before any return.

We have seen people return from a ban and become part of our CORE CREW and Top 20 workers.

The result: We do not just punish. We invest in those who are willing to step up.

5. Culture Is a Foundation, Not a Slogan

Many companies write their values on a PowerPoint slide and forget them. At BWS, we decided to define our culture together. We sat down with our Core Crew to answer one simple question: Who do we actually want to work with?

We didn’t just talk; we wrote it down on a poster that now hangs in our office, signed by the names of the people who built this company.

• Who we WANT in BWS: People who are Engaged, Responsible, and Professional (Cultured).
• Who we DON’T want: People who are Conflict-prone, Uncommitted, or Chronic Complainers.

The Lesson: Values only exist if they are measurable and agreed upon by the team. The Change: We don’t just “recruit”; we match every new person against this list. If you don’t fit the “Engaged/Responsible” profile, you don’t get the job. The Result: A clear identity. BWS isn’t just a logo; it’s a group of people who signed a deal to deliver excellence and leave the drama at home.

2026: The Elite Standard

As we mentioned in our last update, 2026 is about becoming a professional machine. By removing the “dead weight”, automating the “boring work“, and keeping our Crew standards high, we are ensuring that BWS remains the first choice for the biggest projects in Europe.

We want to be the team that clients book not because we promise the most, but because we fail the least. Minimizing mistakes is what true professionals do.

Let’s get to work.