Unlike a typical commercial business, Bobos Club manages multiple moving parts simultaneously for every production: performers with different skills and availability, equipment constantly moving between events and warehouses, strict production timelines, and real operational costs that needed to be tracked against every proposal.

This complexity was being managed through a fragmented operational setup:

• Excel spreadsheets for proposals, costing, and planning,
• Viber for daily production coordination and performer communication,
• and an accounting system disconnected from the real operational flow of the business.

In an operation handling more than 100 proposals per year and a network of more than 300 collaborators, information was scattered across systems and conversations. The team relied heavily on experience, memory, and constant human coordination to answer critical operational questions:

• which performer was suitable and available for each event,
• where equipment was located at any given time,
• which projects were actually profitable,
• and how profitability evolved while a production was still in progress.

The objective was not simply another software tool. It was the transition from fragmented coordination to a unified operational architecture.

• proposal management,
• project orchestration,
• human resource coordination based on skills and availability,
• equipment operating as rental inventory,
• and financial visibility per production event,
• all connected together in real time.

Odoo made it possible to design this unified operational logic on top of a single shared platform, instead of continuing to maintain disconnected tools that could not communicate with each other.

• how proposals were created,
• how performers were selected based on skills and availability,
• how equipment moved between productions,
• and how the real cost of an event was tracked.

The objective was not to replace the way the team worked, but to translate that operational knowledge into a unified and structured operational system without losing the flexibility required for day to day production work.

A unified Odoo environment was designed where every event operates as an independent project with its own operational and financial visibility. Every resource — people, time, or equipment — is connected directly to the production it supports.

The architecture was built around five core operational pillars:

Sales for structured proposal management, historical visibility, and tracking across the entire sales cycle.

Project & Timesheet allowing every event to operate with agile project logic, including time tracking, cost visibility, and profitability monitoring as the production evolves.

Employees & Time Off for managing a network of more than 300 performers based on skills, availability, and staffing requirements per event.

Inventory & Barcode enabling rental equipment to operate as an active operational resource, with real time visibility into location, event allocation, and return scheduling.

Expenses for directly connecting operational expenses to each production project, providing accurate event level profitability visibility.

The business has now been operating on the new system for more than a year in full production.

The most important outcome was not simply the technical implementation, but the operational adoption itself. A team that had managed its daily production workflows through Excel spreadsheets and Viber coordination for years successfully transitioned into a unified operational system without losing the speed and flexibility required for real world event production.