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Team Operating Guide
The Offsite Co · Internal
This guide covers how The Offsite Co operates day to day — who owns what, how we communicate, how decisions get made, and where to find what you need. It applies to everyone on the team regardless of role.
Who We Are
The Offsite Co is a full-service offsite planning company. We design and execute retreats for high-growth remote teams, from airport arrival to departure. Our sister company, Wyld Ones, handles team building.
We run on EOS (Entrepreneurial Operating System). Our leadership team operates on a quarterly rocks and scorecard cadence. EOS language and meetings are leadership-only and are not referenced in client-facing or team-level documentation.
Roles & Departments
The Offsite Co has three client-facing departments and a shared operations layer.
Venue Sourcing & Event Production The Director of Event Operations oversees both departments. Venue Sourcing is responsible for identifying, researching, and securing venues, managing client relationships through venue selection and contracting before handing off to Event Production. Event Production owns all planning, budget management, vendor coordination, and client communication from EP Handoff through post-event wrap.
- Director of Event Operations
- Venue Lead(s)
- Lead Event Producer
- Event Producer(s)
Onsite Operations Responsible for all onsite execution, staffing, and real-time event management.
- Director of Onsite Operations
- Onsite Director(s)
Shared Operations Supports the full team across finance, technology, administration, and transportation.
- CEO / Visionary
- COO
- CTO / Web Designer
- Bookkeeper
- Controller
- Executive Assistant
- Transportation Manager
Who to Go to for What
If you have a question and aren't sure who owns it, use this as your first reference.
| Topic | Who to Ask |
|---|---|
| Finance questions (budget, invoicing, expenses, Ramp) | Bookkeeper first. Then Controller. Then COO. |
| Client escalations (unhappy client, planning concern, relationship risk) | Director of Event Operations. Then COO. |
| Onsite issues (staffing, execution, incidents) | Director of Onsite Operations. |
| Tech, platform, or wiki questions | CTO / Web Designer. |
| Contracts, legal questions, or anything requiring COO sign-off | COO. |
| Payroll, HR, or team-level questions | COO. |
| Travel and transportation logistics | Transportation Manager. |
| Administrative support, scheduling, or EA requests | Executive Assistant. |
When in doubt, go to your Director first. They will escalate if needed.
Meeting Cadence
These are our standing team meetings. Additional project-specific meetings are scheduled as needed.
| Meeting | Cadence | Led By | Who Attends |
|---|---|---|---|
| TOC Connect | Monthly (last Thursday) | COO | Full team |
| Weekly 1:1 | Weekly | Director of Event Operations | Director of Event Operations + each team member individually |
| EP & Venue Department Meeting | Monthly | Director of Event Operations | Event Producers + Venue Leads |
| Onsite Department Meeting | Monthly | Director of Onsite Operations | Onsite team |
| Leadership Team Meeting | Weekly | CEO / COO | CEO + COO + Directors |
| Finance Meeting | Weekly | COO | COO + Bookkeeper |
TOC Connect — Monthly full-team meeting held on the last Thursday of the month. Used for company updates, celebrating wins, shared learning, and team connection. This is not a project status meeting.
Weekly 1:1s — Every team member has a standing weekly 1:1 with the Director of Event Operations. Used for project updates, priorities, blockers, and individual support.
EP & Venue Department Meeting — Monthly meeting run by the Director of Event Operations with Event Producers and Venue Leads. Used for team alignment, process updates, shared learnings, and department-level priorities.
Onsite Department Meeting — Monthly meeting hosted by the Director of Onsite Operations with the onsite team. Used for execution standards, onsite learnings, and team coordination.
Leadership Team Meeting — Weekly meeting between the CEO, COO, and Directors. Used for cross-functional alignment, priority setting, issue resolution, and company-level decisions.
Finance Meeting — Weekly meeting between the COO and Bookkeeper. Used to review active project financials, flag variances, and manage Ramp and bank activity.
How We Communicate
G-Chat Primary channel for internal day-to-day communication. Used for quick questions, informal coordination, and team updates.
- Not a substitute for a direct conversation when a topic is sensitive or complex
Slack Primary channel for client communications. Used for quick questions, informal coordination, and team updates.
- Not a decision-making tool — if something is decided in Slack, it must be documented in the Event Workbook
- Not a substitute for a direct conversation when a topic is sensitive or complex
Email Used for external communication, formal updates, and anything that needs a paper trail. All client approvals and significant decisions should live in email and be noted in the Event Workbook.
Google Drive Source of truth for all documents. All templates, process docs, client folders, and reference materials live in Drive. If it isn't in Drive, it doesn't officially exist.
Internal Wiki The client delivery system reference — built and maintained by the CTO. Used to navigate process docs, phase guides, and governance principles.
How Decisions Get Made
Client-Facing Decisions The primary approval mechanism for event decisions is client sign-off. Event Producers are empowered to make planning decisions independently within the approved scope and budget. No internal approval is required before moving forward with a client-approved decision.
Vendor Contracts
- Under $10,000: Event Producer manages on the client's behalf. No additional approvals needed.
- $10,000 and above: Client executes the contract directly. TOC coordinates.
Budget Decisions
- All spend must be visible in the Master Budget before committing
- Any material change to the approved budget requires documented client approval
- See Governance Principle 01 (Budget Integrity) and 02 (Client Spend Controls) for full detail
Internal Decisions Day-to-day decisions within your role do not require escalation. Escalate to your Director when a decision affects a client relationship, impacts budget, or falls outside your normal scope. Escalate to the COO when it requires a decision above the Director level.
Tool Ownership
| Tool | Owner | Purpose |
|---|---|---|
| QuickBooks | Controller (transitioning to Bookkeeper by Q4) | Business-level financial reporting and accounting |
| Ramp | Bookkeeper | Company card management; Bookkeeper manages limits and monitors spend |
| Google Drive | All team members | Source of truth for all documents and templates |
| Slack | All team members | Internal day-to-day communication and quick coordination |
| Internal Wiki | CTO/Web Designer | Client delivery system reference; built and maintained by CTO |
| Gusto | COO | Payroll processing |
| Bank of America | COO + Bookkeeper | Company banking and client fund management |
| Google Workspace | All team members | Email, calendar, and document collaboration |
How We Work
- We are a remote team. Default to async communication and document everything.
- We are tool-agnostic in our process docs — tools change, standards don't.
- We operate on an 80/20 principle — document the standard path, not every edge case.
- We move fast, but not at the expense of quality or transparency.
- We take ownership of our work. When something goes wrong, we find solutions first.
- We support each other through handoffs. No teammate should ever have to hunt for context.
If you're unsure, ask. If you're stuck, escalate early. If you find a better way, bring it to the next retro.