On May 6th, during our latest webinar, Business Basics: Get 2025 on track, Rentman's Tim Grohmann sat down with Tom Stimson, a seasoned consultant with more than 40 years of experience in the live events and AV industry. Together, they explored the foundational business practices that help production companies remain efficient, scalable, and sustainable in today’s fast-changing market.
For event professionals who often find themselves overwhelmed, understaffed, or unclear about how to grow without burning out, the session provided practical insights into improving internal workflows, building stronger freelancer relationships, and approaching quotes in a more strategic way.
Here are the main takeaways from the conversation.
1. Siloed teams are costing you time and capacity
Tom pointed out that many businesses feel busy all the time, even during quieter months, and this often is not a sign of success. It can be a sign that something in the way work is organized might not be working well.
He explained that when certain people in a company take on too many different tasks like sales, planning, and execution, it creates bottlenecks. These individuals can become overwhelmed, and the whole team may feel like there is never enough time, even if revenue is not growing.
A helpful consideration is to take a step back and look at who is doing what. Are responsibilities clearly divided? Are some people being pulled in too many directions? Creating better systems to share work more evenly can help relieve pressure and make the business easier to scale in the long run.
2. Clearly define the difference between project managers and production managers
In the AV world, roles like "project manager" and "production manager" are often used interchangeably, leading to confusion, inefficiencies, and mismatched expectations. Tom emphasized that these roles serve very different purposes and that it's critical to define responsibilities rather than rely on titles alone.
- A project manager is typically responsible for moving work through internal processes, handling quoting, coordination, timelines, and communication between departments. They ensure that the job moves from sales through planning and into execution efficiently.
- A production manager, by contrast, is more hands-on during the event itself. They're often on-site, working directly with clients and crews, and are deeply involved in the technical execution of the show. In some companies, they may even act as the de facto salesperson, just don't call them that.
Tom's point was clear: if you define these roles only loosely, people end up doing too much,or the wrong things, at the wrong time. Clarifying expectations allows for better collaboration, smarter task division, and ultimately smoother delivery.
3. A broader freelance network strengthens your business
Freelancers are essential to the success of most production companies, but many businesses still treat them as last-minute resources rather than long-term partners. Tom encouraged a shift in mindset: instead of relying on the same three people for every job, invest in building a more diverse bench of talent.
That means going beyond transactional gigs. Host informal events like open houses or “Taco Tuesdays,” invite freelancers to test new equipment, offer occasional training sessions, and build a referral-friendly culture. These simple efforts can help you connect with new talent and strengthen relationships with the people already in your orbit.
As Tom noted, freelancers often stand directly in front of your client, representing your brand as much as your full-time staff. Companies that are known for treating freelancers well get better outcomes on-site and earn a strong reputation in the market.
4. Focus your quotes on outcomes, not equipment
A common mistake in quoting is focusing too much on equipment and not enough on experience. As Tom pointed out, “clients aren't hiring you for your equipment, they're hiring you for what that equipment helps them achieve”. Traditional line-item quotes often invite price-based comparisons and can undermine your value.
Tom recommends a shift towards outcome-based quoting. Internally, you can still use detailed equipment lists to scope and price the job. However, the client-facing proposal should focus on what the setup will deliver: clear audio for 300 guests, seamless video capture, or confident presenters with full on-stage support.
This approach reframes the conversation around solutions instead of specs. It positions your team as experts, simplifies the client's decision-making, and builds more trust from the start.
5. You can grow without growing your headcount
A common trap for growing businesses is assuming that more work means more full-time hires. But as Tom emphasized, sustainable growth isn't about adding people but designing smarter systems.
By streamlining internal processes and reducing reliance on key individuals, companies can scale without overextending. Keep your core team focused on planning, sales, and coordination, and lean on a strong network of trusted freelancers for execution.
It's not about cutting corners but building a model that can flex with demand while maintaining quality and avoiding burnout.
You can now watch the full recording of Business Basics: Get 2025 on track, on YouTube!