Process decomposition · Existing/Recurring
Venue capacity, vendor costs, what the partner office can do. All of it was Keep the first time because someone had to go ask. Now it's written down, and you look it up.
Attendance targets, funnel conversion, how long tasks really took. Year one had to guess at all of it. This year the numbers come from what happened.
The company masterlist now carries outcomes. Pulling the returning, no-show and declined segments is a query. Building that list from nothing took months.
Comparing against last year, deciding what to change, checking whether last year's fixes worked. None of that can exist on a first run.
Setting up the room, greeting students, asking a colleague for a favour, negotiating with a vendor. A second run doesn't change any of it, and no tool was ever going to.
Updating the SOP and the reusable assets is the least urgent task in the process and the only one that makes the next run cheaper. It's the one that gets skipped.