This show wasn’t a huge jump in production from Mike Sherm. We already knew how to run production, manage security, and throw a real concert, but it was a big step forward in scale, budget, and collaboration. This time we partnered with another fraternity, which meant twice the people involved, twice the opinions, and a lot more decisions that needed group alignment. I had to help sell the idea, get two different exec boards on the same page, split responsibilities, and keep the operation moving without stepping on toes. The crowd was bigger, the spend was higher, and the expectations were crazy, which meant I had to trust the team more, communicate clearer, and think ahead instead of just reacting. If Mike Sherm was “figuring it out,” A Boogie was learning how to organize people, not just a show. I had to learn how to get buy-in, keep things structured, and make a bigger event feel controlled instead of chaotic. It showed me that scale doesn’t just mean more lights and louder speakers, it means better planning, shared leadership, and knowing when to delegate instead of doing everything yourself. The show was a success although we could not contain the chaos, which was a learning moment.