Capability template for marketing and content

Event plan

Whoever owns one event, a talk, a dinner, a webinar or a stand, gets one plan: the goal and target, who should be in the room, every step before, on and after the day with a date and an owner, and how each conversation is followed up. Nothing is booked, paid or sent by the assistant.

The outcome

An event stops being a date in the diary and becomes a short project with a point. The plan opens with the one thing the day is for, such as conversations with a particular kind of buyer, and the numbers you have set for it. It says who should be in the room and what the organiser has actually told you about who comes, with the gaps already turned into a question for the organiser.

Every step has a date counted back from the event day, skips the days you are closed and names the person who does it. Talks get an outline, a run-through and the slides sent on time; dinners get invitations three weeks out; webinars get a registration that lands in people's calendars and reminders that arrive when they matter; stands get two people on every shift who can hold a real conversation.

The day is built around conversations, not headcounts. Everyone working the event takes the same short note after each one, and the follow-up is set before the day: a personal note within two working days for anyone who agreed a next step, one short note for a good conversation without one, and nothing pushed at people you never spoke to. Every invitation, payment and follow-up waits for your approver's go. The assistant registers, books, pays and sends nothing.

Who starts the work, and when

The person who owns the event starts it: an owner, a founder, a marketing lead or the person giving the talk. Dinners and webinars start about four weeks ahead; talks, stands and visits about three weeks ahead. It runs again whenever the date, the role or the guest list moves, and the new version lists what changed.

The event owner settles every question and approves the plan before it goes to the team.

What they supply

The event brief. What the event is and who runs it, your role or roles (attending, speaking, hosting a dinner, hosting a webinar, running a stand), the date and place, who approves anything that goes out, and the days you are closed.
The goal. The one outcome the day is for, and any numbers you have set for it.
The audience. Who you want in the room, and what the organiser says about who usually attends.
Your facts. A short note in your own words: what you sell, who buys, the proof you may show and the one next step you offer people.
The team, the people list and the organiser's terms. Who works the event; the groups you will invite or ask to meet, with counts; and the organiser's deadlines, fees and recording rules.
Your costs and your record. Your own figures for tickets, travel and hours, and where conversation notes and follow-ups are kept.

What comes out

One plan in a fixed order:

The event in one line, the goal, your target and what counts toward it.
The audience, what is known about who attends, and a proposed opening question and introduction line built only from your facts.
Each role you play, and the people you will reach, with counts.
Before, the day and after. Every line dated and owned; every outward line and payment spelled out and waiting for the approver.
The conversation note and the follow-up by tier, with who writes each note and by when.
Drafts needed, the cost on your figures, and questions for the event owner.

A good plan can be read by everyone working the event in two minutes, and nobody is surprised by their name or their date.

An invented example

Illustrative example with invented data. Tallowby IT is an invented 15-person IT support firm, and the Calderbrook Chamber of Commerce and its Harbourside Business Breakfast are invented too. The people are named by role only, and every count, date and price below is invented. No real firm, association or person is described. The founder has been accepted to speak at the chamber's December breakfast. First come the inputs the founder supplied, in full, then the plan the capability returned.

The inputs

1. The event brief

Event: Harbourside Business Breakfast, December meeting.
Run by: the Calderbrook Chamber of Commerce (the organiser).
Our roles: speaking (a 20-minute talk and 10 minutes of questions),
  and attending the rest of the breakfast.
Talk title (accepted by the organiser): "Before your next laptop
  refresh: five checks for offices of 20 to 100 people"
Event day (E): Thursday 3 December 2026, 7:30 to 9:30 am.
Place: the chamber's meeting room, in person.
Today: Monday 9 November 2026.
Event owner: the founder.
Approver for anything outward and any payment: the founder.
Working days: Monday to Friday. Office closed: Thursday 26 and
  Friday 27 November 2026.

2. The goal

Main outcome: conversations with office managers and operations leads
  at businesses of 20 to 100 people.
Target (set by the founder, 9 November 2026): 6 conversations noted;
  2 follow-up meetings booked by Thursday 17 December 2026.

3. The audience

Who we want in the room: office managers and operations leads at
  businesses of 20 to 100 staff.
What the organiser says: "About 60 members usually attend; mostly
  owners and managers of local businesses." (organiser's email,
  2 November 2026). No breakdown by role.
Opening question: none chosen yet.

4. Your facts

We are Tallowby IT, a 15-person IT support firm.
What we sell: monthly IT support for offices of 10 to 150 people, and
  one-off laptop refresh projects.
Who buys: office managers and owners.
Proof we may show: we have run laptop refreshes for 23 local offices
  since 2022. We may say that. We may not name them.
The next step we offer: a free 30-minute laptop check call, booked by
  email.
Terms: monthly support from $45 per person per month. No event
  discount.

5. The team

Founder: gives talks; approves everything outward and every payment;
  writes to the organiser, and writes follow-ups for the conversations
  they hold, from their own email.
Account manager: knows the local clients; attends events; writes
  follow-ups for the conversations they hold, from their own email.
Office coordinator: keeps the record; books travel and tickets.

6. The people list

who,count,how we know them,reached through,ask
Office managers at current clients who are chamber members,4,current clients,account manager's email,invite to the session
Operations leads who asked about laptop refreshes this year,3,past enquiries,founder's email,ask for 15 minutes at the event
Chamber members' newsletter readers,about 900,the chamber's newsletter,the chamber's events editor,none

7. The organiser's dates and terms

Slides to the organiser by: Monday 30 November 2026.
Recording: the organiser has not said.
Speaker's breakfast ticket: free. Second ticket (account manager):
  $35, pay by Friday 27 November 2026 (organiser's email,
  2 November 2026).
Room open to speakers from 7:00 am.

8. The costs (the founder's figures, 9 November 2026)

Second breakfast ticket: $35, quoted (organiser's email,
  2 November 2026).
Parking: two cars at $12 each, the founder's estimate.
Printed handout: not decided.
Hours: founder 10, account manager 4, the founder's estimate.

9. The record

The shared sheet "Enquiries", kept by the office coordinator.
Columns: date, name, organisation, source, next step.

The output

EVENT PLAN: Harbourside Business Breakfast, December meeting

For: Founder. Event day (E): Thursday 3 December 2026, 7:30 to 9:30 am. Place: the chamber's meeting room. Approver: Founder.
Prepared: Monday 9 November 2026, from the event brief, the goal, the audience, your facts, the team, the people list, the organiser's dates and terms, the costs and the record. Not supplied: none.
The event: the December meeting of the Harbourside Business Breakfast, run by the Calderbrook Chamber of Commerce, in the chamber's meeting room, on Thursday 3 December 2026 from 7:30 to 9:30 am. Our roles: speaking and attending.
Goal: conversations with office managers and operations leads at businesses of 20 to 100 people.
Target: 6 conversations noted; 2 follow-up meetings booked by Thursday 17 December 2026 (the founder, 9 November 2026).
Counts: a conversation noted with the person's role, their situation in their own words, what matters most to them and the next step agreed or "none". Not counted: headcounts, registrations, cards and scans, which help with planning and are not results.
Audience: office managers and operations leads at businesses of 20 to 100 staff.
Who attends, as far as known: "About 60 members usually attend; mostly owners and managers of local businesses." (organiser's email, 2 November 2026). No breakdown by role: asked in B2.
Opening question: "When did your office last replace its laptops, and how did it go?" (proposed).
Introduction line: "We're Tallowby IT. We look after the computers for offices of 10 to 150 people, and we've run laptop refreshes for 23 local offices since 2022." (proposed).

Roles

Speaking: a 20-minute talk and 10 minutes of questions. Adds the outline (B3), the run-through (B7), the slides to the organiser (B8), the talk (D1) and the questions from the floor (D2), and puts the recording question in the note to the organiser (B2).
Attending: the rest of the breakfast. Adds the meetings with the operations leads who accept 15 minutes (D3), from the requests in B5.

People to reach

Office managers at current clients who are chamber members, 4, through the account manager's email: invite to the session. Line B4.
Operations leads who asked about laptop refreshes this year, 3, through the founder's email: ask for 15 minutes at the event. Line B5.
Not used: chamber members' newsletter readers, about 900: the ask on the list is "none".

Checklist: 19 lines, 7 outward, 1 payment.

Before

B1 Monday 9 November 2026 (E-24). Add the breakfast as a source in the Enquiries sheet, so notes and follow-ups can be counted, and add the columns the conversation note needs and the sheet lacks: role, their situation, what matters most to them, tier and noted by, and the time agreed for each 15-minute meeting. Needs: the Enquiries sheet. Owner: Office coordinator.
B2 Monday 9 November 2026 (E-24). OUTWARD. Ask the organiser whether the talk is recorded, whether Tallowby IT may reuse the recording, how many of those who usually attend are office managers or operations leads, and whether the client office managers invited to the talk (B4) and the operations leads asked to meet there (B5) need a ticket of their own. What goes out: a note to the organiser. To: the chamber's organiser, 1. From: the founder's email. What follows: the answers are added to this plan at the next run. Owner: Founder. Waits for the Founder's go.
B3 Thursday 19 November 2026 (E-14). Write the talk outline. Needs: the accepted title. Owner: Founder.
B4 Monday 23 November 2026 (E-10). OUTWARD. Invite the office managers at current clients who are chamber members to the session. What goes out: the invitation to the session. To: office managers at current clients who are chamber members, 4. From: the account manager's email. What follows: each reply recorded in the Enquiries sheet. Owner: Account manager. Waits for the Founder's go.
B5 Monday 23 November 2026 (E-10). OUTWARD. Ask the operations leads who asked about laptop refreshes this year for 15 minutes at the breakfast, at a stated time and place. What goes out: the request for 15 minutes. To: operations leads who asked about laptop refreshes this year, 3. From: the founder's email. What follows: each reply and each time agreed recorded in the Enquiries sheet; D3. Owner: Founder. Waits for the Founder's go.
B6 Wednesday 25 November 2026 (E-8), moved from Friday 27 November 2026. PAYMENT. Pay the second breakfast ticket, for the account manager. Amount: $35 (organiser's email, 2 November 2026). To: the Calderbrook Chamber of Commerce. Owner: Office coordinator. Waits for the Founder's go.
B7 Wednesday 25 November 2026 (E-8), moved from Saturday 28 November 2026. Give a timed run-through of the talk to a listener who did not write it, who lists anything unclear. Needs: the outline from B3, the draft slides and a listener who did not write the talk: listener not named (question 4). Owner: Founder.
B8 Monday 30 November 2026 (E-3). OUTWARD. Send the slides to the organiser. What goes out: the talk slides. To: the chamber's organiser, 1. From: the founder's email. What follows: D1. Owner: Founder. Waits for the Founder's go.
B9 Tuesday 1 December 2026 (E-2). Brief everyone working the breakfast on the opening question, the introduction line and the conversation note. Needs: this plan, with questions 1 and 2 settled. Owner: Founder.
B10 Wednesday 2 December 2026 (E-1). Approve the day's outward material and the cost paid on the day: the talk slides as they will be shown, and parking, two cars at $12 each, $24 (the founder's estimate). Needs: the slides from B8. Owner: Founder.

The day

D1 Thursday 3 December 2026 (E). OUTWARD. Set up from 7:00 am, then give the talk and take questions. What goes out: the talk, with the slides approved in B10. To: breakfast attendees, count not known until the day; about 60 usually attend (organiser's email, 2 November 2026). From: the founder, in the room. What follows: D2, D4 and D5. Owner: Founder. Waits for the Founder's go, given in line B10.
D2 Thursday 3 December 2026 (E). Write down every question from the floor, with the asker's role and kind of organisation. Needs: nothing. Owner: Account manager.
D3 Thursday 3 December 2026 (E). Meet each operations lead who accepted 15 minutes in B5, at the time and place agreed. Needs: the times agreed, from the Enquiries sheet. Owner: Founder.
D4 Thursday 3 December 2026 (E). After each conversation, write the conversation note. Needs: the conversation note. Owner: Founder.
D5 Thursday 3 December 2026 (E). After each conversation, write the conversation note. Needs: the conversation note. Owner: Account manager.

After

A1 Friday 4 December 2026 (E+1). Enter every conversation note and every question from the floor in the Enquiries sheet, with the breakfast as source, and sort the conversations into tiers. Needs: the notes from D2, D4 and D5. Owner: Office coordinator.
A2 Monday 7 December 2026 (E+4). OUTWARD. Send the tier 1 and tier 2 follow-ups for the conversations the founder held. What goes out: the founder's follow-up notes. To: the people the founder spoke with, count not known until the day. From: the founder's email. What follows: each reply and meeting recorded in the Enquiries sheet; A4. Owner: Founder. Waits for the Founder's go.
A3 Monday 7 December 2026 (E+4). OUTWARD. Send the tier 1 and tier 2 follow-ups for the conversations the account manager held. What goes out: the account manager's follow-up notes. To: the people the account manager spoke with, count not known until the day. From: the account manager's email. What follows: each reply and meeting recorded in the Enquiries sheet; A4. Owner: Account manager. Waits for the Founder's go.
A4 Thursday 17 December 2026 (E+14). Review against the target from the Enquiries sheet: conversations noted, each tier, and follow-up meetings booked by Thursday 17 December 2026. Needs: this plan and the Enquiries sheet. Owner: Founder.

Conversation note, one per conversation, kept in the Enquiries sheet

Date. Who: role and kind of organisation; the name goes in the Enquiries sheet only. Their situation, in their words. What matters most to them. Next step agreed: step and date, or none. Tier: 1, 2 or 3. Noted by: Founder or Account manager.

Follow-up, by Monday 7 December 2026, the end of the follow-up window

Tier 1, next step agreed: a personal note that refers to what the person said and confirms the step agreed. Lines A2 and A3.
Tier 2, conversation, no step agreed: one short personal note that answers something the person said, from the talk or your facts, and offers the free 30-minute laptop check call once. Lines A2 and A3.
Tier 3, card, scan or sign-up with no conversation: nothing. Nobody is added to a mailing list without their permission.
Registered, did not attend: not applicable.

Drafts needed: 6

Note to the organiser: for B2, written by Founder, needed by Monday 9 November 2026.
Invitation to the session: for B4, written by Account manager, needed by Monday 23 November 2026.
Request for 15 minutes: for B5, written by Founder, needed by Monday 23 November 2026.
Talk slides: for B8, written by Founder, needed by Monday 30 November 2026.
The founder's follow-up notes: for A2, written by Founder, needed by Monday 7 December 2026.
The account manager's follow-up notes: for A3, written by Account manager, needed by Monday 7 December 2026.

Cost: the founder's figures, 9 November 2026. Unavailable: the printed handout, which is not decided.

Second breakfast ticket: $35, quoted (organiser's email, 2 November 2026).
Parking, two cars at $12 each: $24, estimate (the founder's).
Printed handout: unavailable.

Known money: $59 ($35 quoted, $24 estimated). Hours: 14 (founder 10, account manager 4).

Changes since the last version: first version.

Questions for the Founder: 4

The opening question is proposed: "When did your office last replace its laptops, and how did it go?" Confirm it or replace it before the briefing in B9 on Tuesday 1 December 2026.
The introduction line is proposed, built from your facts: the size of office you support (10 to 150 people) and the 23 local offices since 2022, left unnamed. Confirm it or replace it before B9.
The printed handout is "not decided" in the costs. If there is one, it needs a draft, approval with the slides in B10 and a cost line. Will there be a handout?
The run-through in B7 on Wednesday 25 November 2026 needs a listener who did not write the talk, and none is named. Who will it be?

Draft for the Founder's approval. Nothing has been registered, booked, paid, sent, posted or published.

Where it fits

Marketing and content, which owns the events a business shows up at and what it says there.
Sales, because an event is worth what its conversations turn into, and the follow-up is where that happens.
Professional services, where partners speak at association meetings and host small dinners for clients and referrers.
Software technology, where webinars, meetups and conference stands are a regular part of finding buyers.
Nonprofits, where a supporters' breakfast or a talk to a community group is how relationships start.
Growth & scaling, when events move from the founder's diary to a team that needs one plan.
Startups & new ventures, when a founder's time at events is one of the few ways to meet buyers face to face.

What has to change for your company

Your offsets. The defaults invite dinner guests three weeks out and webinar registrants two weeks out. Set your own.
Your follow-up and review windows. The defaults are two working days for follow-up and two weeks for the review.
Your asks. The people list uses five asks, from an invitation to the dinner to fifteen minutes at the event. Add your own if you have others.
What counts. Decide what goes toward your target and which record it is counted from.
Who approves. Name the person who says go on anything that goes out and on every payment.
Your platform. It is written for ChatGPT, Claude, Copilot or Gemini, working from the notes and lists you supply. It needs no access to your email, calendar or registration tools.

What has been checked

Fully Powered AI wrote this capability template. It was editorially reviewed on 9 November 2026. It was tried on its invented example in Claude on 9 November 2026, and the record of that run is published with the template. A first run that day found gaps; the template and example were edited and the run was repeated on the edited version, and the record lists the edits. It has not yet been tested in a client environment. It has not yet been tested as a packaged version in ChatGPT, Claude, Copilot or Gemini.

Testing in your environment means running it on an event your team remembers well, plus hard cases written in advance, each with its expected behavior: a deadline that lands on a closed day, an organiser who gives a headcount with no breakdown, a guest list with different column names, a request to send the invitations. Pilot acceptance-test preparation builds that test set, and what we test before we call an AI workflow ready shows the record.

The full capability template

Everything above is the outline. The complete capability template is the working version: the roles, the inputs, the procedure, the exceptions and stop conditions, the output format, the reviewer checklist, the acceptance tests, the instructions for an AI assistant and what to customize for your company. It comes with a download and the link to its folder in Fully Powered’s public repository.

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