Everything on this page exists and runs today. Nothing here is a plan.
Six steps, and no configuration project in front of them.
Addresses become pins on a map, with the zones they belong to and the spaces inside them. Gates and docks go on by hand, because only you know which one the trucks actually use.
Bring the spreadsheet you already keep. A guided import reads it, checks it, and tells you what to fix.
A department head gets a link to the space they are responsible for. That is the whole onboarding.
Pictures, units, quantities, and a list they send when they are ready. It works like shopping, so nobody has to be trained on it.
Cut a quantity, strike a line, approve the rest. One decision, and everyone is looking at the same current answer.
Everything approved across the whole event, totalled per item and per currency. Three departments asking for the same table is one line to negotiate, not three orders.
How a department asks, how a planner decides, and why no version ever goes stale. This is the part of the process that produces the arguing, so it is the part we made smallest.
Nobody is onboarded onto Roadmap. A department head is given a link, recognises the pattern from every website they have ever bought anything on, and gets on with it. The screen they are given has no price on it anywhere.
The requester sees the outcome and the reasoning in the same place they asked, at the moment it is decided. Nobody is emailing a revised sheet, and nobody is asking which attachment is current.
Every request carries a single current state and the full history that produced it. Six weeks later you can still say what was asked for, what was cut, and who agreed — which is the question that actually gets asked at closeout.
The catalog is the vocabulary the whole event asks in.
Every item carries a photograph, a unit of measure and a case pack — trestle tables in eaches, gaffer tape in boxes of twelve. That is what a department head needs to ask for the right thing, and what a buyer needs to add it up without getting it wrong.
The failure message is the whole feature. Not “row 47, column F”, but “three items have no unit of measure, and two duplicate rows above them” — so you fix the sheet in your own vocabulary, and nobody has to learn ours.
The consolidated purchase list is what procurement negotiates from. It is produced from approved requests rather than typed by anyone, which is the only reason it can be trusted at the moment you read it.
Three departments asking for the same trestle table is one line, not three orders at three prices — often placed by three people who did not know the others existed. Buyers negotiate on volume, and this is what gives them the volume to negotiate on.
Filter to everything approved since a chosen moment, so a buyer going back to a supplier sees only what changed rather than re-reading the whole list.
What was planned, what was ordered and what actually arrived are kept apart, and one is never used as a stand-in for another. A year later you can still say which was which.
Type a venue address and it lands on the map. Spaces and catalog items come in from lists you already have. There is no implementation project because there is nothing to implement — founding customers get walked through it anyway, on one call.
A venue is a name, a map, a zone and a list of spaces. That is the whole screen. Nobody is trained on Roadmap — a department head is given a link and asks for what they need.
Tell us what you're running and we'll walk you through a live environment, guided, at a time that suits you.
Not ready to be contacted? Just send me the overview — email only, nothing else.