Reduce last-minute coordination
Bring availability, schedules, and trades together before game day.
When plans change,
keep game day
covered
Plan earlier. See who is ready. Respond when things change. A staffing tool built with your team, designed to work with ABI.
Give managers time to lead
See the next useful decision
Give managers a shared view of readiness, gaps, and workable options.
Improve with each event
Keep a record of changes and use real experience to refine the workflow.
Why BrightDesk
Milestone-based delivery
Our delivery milestones will provide clear acceptance points and opportunities to continue or exit.
User-centered design
User experience design is a key differentiator for BrightDesk. We will design the tool so managers can understand what changed, assess their options, and decide what to do next.
AI-driven development
We will use AI-driven development to support prototyping and iteration. Any deployed AI and use of staff data must meet the Magic's IT and governance requirements.
Proven process reliability
Managers will initially review recommendations. We will introduce automation only after observed use demonstrates that the underlying process is reliable.
Enterprise experience
Our team brings experience across a variety of organizations, including work supporting an organization with more than 4,000 employees nationwide.
How other venues handle this
Lake Elsinore Storm uses Workforce.com for shift replacement and swaps. Customer story ↗
Delaware North uses Ubeya to coordinate direct and agency staff at venues including Wembley. Customer story ↗
Bolton Wanderers uses Rotageek for staff scheduling, with IRIS payroll. Customer story ↗
Be ready when plans change
Prevent
Collect availability and resolve trades early to reduce avoidable staffing gaps.
Prepare
See confirmed assignments, outstanding replies, and qualified backups in one shared view.
Pivot
Review replacements, get manager approval and staff acceptance, and record the change.
One cancellation
A clear replacement
Pivot in practice: manager approval and staff acceptance confirm a replacement for the same role and time slot. Arrival and ABI confirmation remain separate checks.
North gate · Gate attendant · 5–8 PM
Jordan Lee: canceled → Manager approves an offer → Ava Thompson accepts: replacement confirmed.
Enable JavaScript to play the example.
Watch the approval and response steps
Requests
Change log
The whole game day
In one view
Start with the roster. Follow call-outs, approvals, arrivals, and time review. Select any moment to see who acts and how coverage changes.
The schedule is already built
This example uses an approved ABI roster, roles, and availability. The proposed tool can create or receive schedules; scheduling ownership will be confirmed during discovery.
- BRIGHTDESK
- Check that the roster and qualifications are current.
- STAFF
- Follow the existing ABI assignment process.
- LEADERS
- Confirm staffing minimums and the event lead.
ABI is the schedule source in this example
Two posts need cover
Record the affected roles as soon as a call-out arrives. Keep the location, start time, and coverage impact together.
- BRIGHTDESK
- Surface the gaps and validate the update.
- STAFF
- Report the change through an approved channel.
- LEADERS
- Resolve unclear updates and set the response priority.
A call-out opens a gap; silence alone does not
Show who can cover, and why
Compare available backups against role skills, hours, arrival time, and employer rules. Show the effect of every proposed move.
- BRIGHTDESK
- Suggest eligible replacements and explain the checks.
- STAFF
- Keep availability current through the agreed process.
- LEADERS
- Review the options, added cost, and remaining coverage.
No eligible person means escalation, not an override
Offers are awaiting a reply
The leader approves the proposal before replacement offers are sent. An offer stays pending until the staff member accepts.
- BRIGHTDESK
- Track the approved offers and reply deadline.
- STAFF
- Accept or decline the replacement shift.
- LEADERS
- Approve or reject the proposed changes.
Leader approval is not staff acceptance
Cover confirmed, ready for ABI
After acceptance, recheck the roster and return approved changes through the supported ABI interface. Flag any failed update for review.
- BRIGHTDESK
- Record acceptance and reconcile the ABI update.
- STAFF
- Review the new post, call time, and supervisor.
- LEADERS
- Resolve any update conflict or failed sync.
A failed update stays visible until resolved
Know who is here before doors open
Compare check-ins with the schedule. Flag missing arrivals after the agreed grace period and check available on-site backups.
- BRIGHTDESK
- Show arrivals and late check-ins by post.
- STAFF
- Check in using the existing venue process.
- LEADERS
- Confirm arrival issues and approve cover when needed.
Scheduled does not mean checked in
Fill the gaps before guests arrive
Offer approved cover to eligible on-site backups. Keep the original posts visible and prevent two people from being assigned to the same vacancy.
- BRIGHTDESK
- Track replacement replies and protect coverage.
- STAFF
- Accept the approved change and report to the post.
- LEADERS
- Approve replacements and confirm arrival.
A pending replacement is not a covered post
Keep the team aligned as demand changes
Review entry demand and break coverage in one view. Suggest moves only when the original post stays adequately covered.
- BRIGHTDESK
- Explain eligible moves and their coverage impact.
- STAFF
- Acknowledge approved moves and break times.
- LEADERS
- Approve adjustments and direct the event response.
Protect the post someone is leaving, too
New demand needs a decision
A supervisor reports pressure at one gate. Show workable reassignments, or escalate when no safe move is available.
- BRIGHTDESK
- Check the whole affected plan and flag unresolved needs.
- STAFF
- Follow approved instructions from the supervisor.
- LEADERS
- Decide whether to move staff or use the venue response.
Operational and emergency decisions stay with leaders
Review the hours before payroll
Reconcile actual time and approved moves with ABI. Supervisors resolve exceptions before approved hours enter the existing payroll process.
- BRIGHTDESK
- Prepare a change history and time exceptions.
- STAFF
- Check out and flag time-record errors.
- LEADERS
- Approve worked hours and review repeated coverage gaps.
Planned shifts never become paid hours automatically
Who acts at this moment
Decision rules Who can cover and who approves
Qualified cover
Your team decides
Check who can work
Match skills, availability, hours, and location. Protect coverage at every post. Each employer approves its own staff.
Explain the recommendation
Show who can cover, their arrival time, show rate, and any added cost. If no one qualifies, flag the gap for a leader.
Confirm before changing the plan
A leader approves. The employee accepts. Recheck the roster, record the change, and keep unresolved updates visible.
Design references and human oversight
Scheduling with explicit rules
Google’s employee scheduling examples demonstrate constraint-based assignment and fair shift distribution. We propose adapting that approach to the Magic’s approved venue rules.
Google OR-Tools ↗Defined human oversight
NIST’s AI Risk Management Framework informs the proposed separation of AI assistance, operational rules, human approval, and ongoing review. This is a design reference, not a certification.
NIST AI RMF ↗Success measures What we will track together
Measure the work that improves
Our team will measure the current process and agree on targets with the Magic. We will compare similar events using consistent definitions and the measures below.
| Measure | What to track |
|---|---|
| Attendance and coverage | Verified no-shows, late arrivals, and minutes a required post is uncovered. |
| Exception response | Time from a verified gap to staff acceptance, with physical arrival tracked separately. |
| Schedule stability and readiness | Changes after the trade cutoff; qualified assignments, pending replies, open posts, and agreed backup coverage. |
| Manager effort | Time spent coordinating changes and correcting records. |
| Communication | Delivery, replies by the deadline, and unresolved follow-ups. |
| Adoption and usability | Task completion, active use, and manager/employee feedback. |
| Record quality and cost | ABI mismatches, time-review exceptions, and added labor or standby cost. |
Value, in your numbers
We won’t guess at savings. We’ll measure them with you.
- Manager time: hours spent on day-of changes and record fixes, at your agreed rate.
- Coverage: minutes a required post goes uncovered, and what that gap costs you.
- Labor spend: overtime, premium pay, and standby used to fill gaps, before and after the pilot.
Your data, your rates, your approval before any figure is reported.
If we include a readiness score, we will explain how it is calculated. We will report time saved as available staff capacity and will not present it as guaranteed cash savings.
The tool we would build
- Built around your team
- Use the tool in an app or a browser, whichever fits the way your team works.
- Plan the work
- Availability, scheduling, and controlled shift trades.
- Know who is ready
- Confirmed assignments, open gaps, pending replies, and backup coverage.
- Handle the change
- Qualified replacements, manager approvals, staff responses, and a clear change log.
- Keep records aligned
- Supported ABI exchange, visible update failures, and access by role.
Functional requirements · 10 proposed capabilities
Our team proposes the ideas below as a starting point for the product. During discovery, we will prioritize them with the Magic and agree on scope and acceptance criteria.
| ID | Requirement | Expected behavior |
|---|---|---|
| FR-01 | Availability | Employees will submit and update availability for the relevant event or period. Managers will see missing responses and changes. |
| FR-02 | Scheduling | The tool will create or receive schedules, check coverage and eligibility, publish schedules, and retain the approved version. We will confirm scheduling ownership during discovery. |
| FR-03 | Controlled trades | Managers will set trade windows and cutoffs. The tool will check both assignments against agreed rules and approvals, confirm trades, and route late requests for review. |
| FR-04 | Readiness | Managers will see qualified assignments, pending confirmations, gaps, and backup coverage. Any score will include its calculation, source data, and missing information. |
| FR-05 | Contingency coverage | Managers will be able to arrange backup coverage and see eligibility, availability, replies, and readiness to report. We will agree on standby policies and costs with the Magic. |
| FR-06 | Staffing exceptions | Managers will see verified call-outs, arrival issues, changed staffing needs, and qualified replacements, including posts they would leave. The tool will escalate unresolved gaps. |
| FR-07 | Communication | Staff will receive assignments and changes through agreed channels. Managers will be able to track delivery, replies, deadlines, and follow-up separately. |
| FR-08 | Decisions and automation | Recommendations will remain pending until required approvals and staff responses are complete. We will introduce automation only after process reliability is proven and authorization is given. |
| FR-09 | ABI and time records | The tool will exchange supported data, record accepted changes, flag stale or failed updates, and reconcile records. Arrival and actual-time approval will remain separate. |
| FR-10 | Access and traceability | We will limit access by role and employer. The tool will record who proposed, approved, accepted, or corrected a change, and when. Each failure will have an owner and fallback. |
ABI, data ownership, and communication
ABI compatibility is required. Discovery will confirm supported interfaces, record ownership, and whether scheduling stays in ABI or moves into the new tool. Staff acceptance, arrival, and approved time remain separate records.
Start with ABI’s capabilities
ABI documents scheduling, availability, last-minute changes, messaging, attendance, and payroll interfaces. Confirm what the Magic has enabled and which day-of gaps remain. Direct API access is not verified.
ABI Workforce Manager ↗ABI self-service and manager tools ↗Track delivery Confirm acceptance
Twilio documents delivery status callbacks. The National Weather Service provides forecasts and alerts. Neither a delivered message nor a weather alert automatically authorizes a staffing change.
Twilio message status ↗National Weather Service API ↗From discovery to rollout
We target a working prototype within 90 days of an agreed start date, subject to scope, access, and team availability.
Build the prototype
Agree the workflow. Make it testable.
Planning and analysis
Observe a live event. Agree workflows, requirements, scope, and access.
Design
Review the proposed experience and architecture with users and IT.
Development
Build and demonstrate the agreed functions through iterative releases.
Pilot, roll out, and improve
Timing agreed during discovery.
Testing
Validate functionality, run a controlled pilot, and complete user acceptance.
Deployment
Integrate, train, and hand off. Expand use in agreed stages after approval.
Maintenance
Provide agreed support, fixes, and improvements informed by real use.
We review each phase together against agreed deliverables and acceptance criteria.
Download the proposal (PDF)Delivery and acceptance details
Testing and user feedback inform the build throughout. The initial prototype will run in BrightDesk's environment. Once approved, we will work with the Magic's IT team on deployment within its systems where appropriate.
Before the pilot, we will confirm access, support, training, and fallback arrangements. Production use requires stakeholder acceptance and agreed rollout gates. Automation requires observed process reliability and authorization from the Magic.
Full proposal structure and written framework
The finalized proposal
Written proposal and framework ↓The finalized proposal describes the product, delivery approach, integration discovery, and functional requirements. It is the source for this website; the interactive examples use fictional data.
The downloadable proposal follows this outline and closes with functional requirements ideation.
- Executive Summary
- Business Context & Opportunity
- Guiding Principles
- Discovery
- Experience & Solution Design
- Prototype & Pilot
- Learning Cycles & Progressive Automation
- User Acceptance & Rollout
- Integration & Architecture
- Success Measures
- Software Development Life Cycle
- Partnership & Pricing Discussion
- Functional Requirements Ideation
Partnership & pricing discussion
Following the event's guidance, this proposal focuses on the product and how we would deliver it. If the Magic would like to explore it further with BrightDesk, we will discuss pricing in a follow-up meeting.
Reusable functionality. Our team will retain the right to reuse, package, and commercialize general-purpose components and functionality. This reuse will exclude the Magic's data, branding, and confidential information.
Delivery and handoff. We will provide the agreed software, documentation, training, and handoff. The final agreement will define the Magic's rights to operate and maintain the solution, BrightDesk's reuse rights, and each party's responsibilities.
Good questions
Clear answers
Are you proposing a ready-made product?
We propose a build partnership shaped by discovery. We will review existing tools, reuse what fits, and design the missing workflow with your team. Discovery will set scope and acceptance criteria.
Why not just use a calendar or buy another scheduler?
Discovery will test what existing tools can handle. The proposed tool brings planning, readiness, and live changes together. Whether scheduling stays in ABI or moves is an open decision.
How do staff update their availability?
Use an approved channel for availability, call-outs, and trade requests. Agree reply deadlines, quiet hours, and a phone or supervisor fallback.
How is staff information protected?
Limit access by role and employer. Keep sensitive call-out details out of staffing views. Agree encryption, retention, and provider data-use terms before launch.
What happens if a connection goes down?
Show the last update time, pause suggestions based on stale data, and use the existing process. Check queued changes when the connection returns.
How do we learn from each event?
Review gaps, fill time, effort, and cost. Correct records and agree improvements before the next event. People approve any rule changes.
A clearer plan
for every role
The product, the workflow, and the path to a working prototype. All in one proposal.