Calisto Pro aligns event proposals, kitchen prep, transport logistics, and staffing into one quiet engine, setting an operational standard others can't replicate.
The format changes. The login does not.
The load list generates from the BEO and reconciles after the event, so what left the kitchen is checked back against what was supposed to leave.
Committed events carry their headcount and prep hours, so the calendar shows the production load rather than just the bookings.
Temperature logs attach to the event and the run sheet is the live event record, so the log is complete before anyone asks to see it.
Everything an event planner, a prep chef, a pack-out crew, and a host touches, running off one record. A 30-person dinner party and a 2,000-cover banquet are held to the same standard.
Every request in one pipeline with minimums enforced at intake, one catalog behind every price the client sees, and a contract signed in one place.
Date holds that expire on their own, capacity measured as kitchen hours, and a contract that writes the BEO, the prep list, the reserve, and the roster.
Two hundred covers resolved to grams, a team sized from the headcount, and a load list generated from the BEO and reconciled after the event.
The allergy on the contract reaching the label on the tray, temperature logs attached to the event, and a run sheet that is the live event record.
Deposit, balance, and what the event actually made, plus house accounts with negotiated pricing and the standing Thursday order.
Nine months of planning on one thread, one URL where the client finds every deadline, and a drop-off checkout landing in the same kitchen queue.
The review request that sends itself at delivery, and the anniversary of every event as a segment rather than a memory.
Every request in one pipeline with minimums enforced at intake, one catalog behind every price the client sees, and a contract the client signs in one place with the deposit schedule attached.
A catering request arrives and becomes a lead. The Kanban pipeline tracks it: inquiry, qualified, proposal, won. Spend minimums, deposit rules, and minimum lead times are set once and enforced at intake, so nobody promises a Saturday the kitchen cannot cover.
Event date, guest count, service style, venue, budget range, dietary requirements: asked once on the intake form, they populate the deal rather than living in the reply thread where the salesperson left them. A date already committed shows as committed at the moment of inquiry, so nobody quotes a Saturday twice.
The proposal pulls menu item prices from the same engine the terminal reads. The client sees today's price, not last month's, and changes to ingredient costs propagate automatically. The price on the proposal, the price on the website, and the price at the terminal are one number, so the client is never quoted the version somebody happened to have open.
Packages price per head with tiers: standard buffet, plated three-course, premium station. Add-ons attach as catalog items rather than typed numbers: bar package, late-night snack, cake-cutting fee, extra chafer. Eighteen vegan covers out of two hundred are priced as what they are instead of absorbed silently. Service charge, delivery fee, and tax rules apply per event, and the client sees the same arithmetic the kitchen and the ledger see.
The contract signs in one place, with cryptographic hash chains behind it. No scanned signature page, no question later about which version they actually agreed to. The document carries the deposit amount and its due date, the progress payment, the final balance, the guaranteed-headcount deadline, the cancellation schedule, and the overtime and change-order rates. The client reviews menu and terms in one place and signs once, and the signed contract files to the event record.
Guest counts move. Menus get swapped nine days out. The venue changes rooms. Each is a change order with a price, a signature, and a new version of the BEO, so kitchen prep, staffing, rentals, and the balance owed all move together. The guarantee deadline is a date on the contract, not a convention. When it passes, the count locks and the billable minimum is the guarantee.
Pipeline stages carry a reason when a lead dies: the date was gone, the budget did not reach the minimum, another caterer was cheaper. Twelve weeks later that is a pattern rather than an anecdote, and the minimum can be argued with numbers. Seasonal and market-priced items carry their current cost, so a September proposal for a December event re-prices in one action rather than being rebuilt.
Lay a function room out before the client asks what it will look like. Generate rounds in a grid, staggered, scattered or banquet arrangement, leave a centre gap for the dance floor, and place the head table, the bars, the buffet stations and the cake table from the catalog. Every table carries its cover count, so the guest number on the plan is the guest number you quote.
The design is stored once, with an assignment for every place it operates.
Pooled areas become bookable zones. Every seat-bearing element becomes an individual bookable seat.
A seat that already carries a holder or an occupant is preserved through the rebuild.
One design, read by every app that needs the same room. Draw it once and every screen that books against it agrees.
Every channel on the event record, one URL where the client finds every document and deadline, and an online checkout for drop-off orders landing in the same kitchen queue as the banquet.
Every online order is an order in the kitchen queue, not an email to transcribe.
Payments collected on the schedule the client signed, reconciled against the guarantee, closed into a per-event P&L, and house accounts with negotiated pricing and net terms for recurring corporate orders.
Catering contract signed via Sign.
Fulfillment order writes to Orderflow queue.
Prep list generates from menu items and recipes.
Ingredients pre-reserve from the BOM.
Kitchen receives the prep schedule and the banquet team sizes itself.
Date holds that expire on their own, capacity measured as kitchen hours and a contract that generates the banquet event order, the prep list, the inventory reserve, and the team roster.
A wedding planner asks to hold June 14th. The hold goes on the calendar with an expiry, so a date blocked in February for a deal that died in March does not still read as sold in May. Rooms, venues, and service areas book as spaces with their own capacity and turnaround time: on-premise banquets hold the room, off-premise events hold the delivery window and the vehicle, and both consume the same production capacity.
Recipe-level costing, staffing ratios by service style, equipment tracking with reconciliation after the event, and a purchase order that drafts itself across four events.
Catering is quoted per head months in advance and produced at whatever ingredients cost on the day. Recipes resolve to ingredient-level quantities and scale with the guaranteed count. Plate cost comes from the price actually paid. Sub-recipes resolve too: the sauce inside the dish inside the package is still grams of something with a price. Without recipe-level costing, the gap between the quoted margin and the actual margin is discovered at the end of the quarter, as a number nobody can attribute to an event.
Four events in one week share a supplier and a delivery day. The requirement is the sum of four bills of materials minus what is on the shelf minus what is reserved. Vendors carry their own price lists, minimums, and lead times, so the purchase order drafts against the supplier who can actually deliver by Thursday. Receiving updates the cost, which updates the recipe, which updates the margin on every event that uses it.
Waste, over-production, and the difference between the guarantee and the plates actually served are visible per event rather than absorbed into a monthly number.
Dietary requirements as structured data across every handoff, temperature logs attached to the event, and a live run sheet with on-site sales attributed to the event rather than a generic till.
The allergy is disclosed at inquiry, repeated in the contract, and then has to survive the BEO, the prep list, the packing, the transport, and the server who carries the plate. Every handoff is a chance to lose it, and losing it once is the incident that ends a catering business. Dietary requirements travel on the event record as structured data. They appear on the BEO, the prep list, the tray label, and the captain's run sheet. The vegan count, the gluten-free covers, and the nut allergy are three different facts with three different production consequences.
Cold chain records, cooking and holding temperatures, and transport logs capture against the event, on a schedule rather than on memory. A cooler reading above threshold raises a job and a food-safety record before the product is lost. Health permits, liquor licenses, vehicle certifications, and certificates of insurance carry expiry dates and attach to the events and venues that require them, so the venue that asks for a COI two days out gets it from the event record.
When something does go wrong, the record of what was served, at what temperature, prepared by whom, is one query. The alternative is a week of reconstruction from prep sheets, rosters, and recollections that disagree.
The run sheet gets printed on Thursday, the menu changes on Friday, and on Saturday the captain works from Thursday. Here the run sheet is a view of the live event record, so it carries the current version by construction: load time, travel, arrival, setup, canape service, speeches, main course, cake, breakdown. Staff check in on arrival. The team short a bartender at 4pm is a fact the manager sees at 4pm. Incidents, damage, and client requests log against the event while they are happening, which is the only time anyone will actually record them.
Cash bars, drink tabs, extended hours, and last-minute add-ons ring on a terminal at the venue reading the same catalog as the proposal, so the price is the contracted price and the sale attributes to the event rather than a generic till. A guest-paid cash bar and a host-paid open bar are two settlement paths that close into one event total. When the night ends, the on-site additions are already on the balance. You invoice what happened, not what was planned.
Three options adapt to every subscriber.
Add any Calisto user to your system to assign tasks or scheduling. This allows the user to be included in tasks and scheduling through Agenda. Because the user only sees the assigned task or shift, this is a great option for shift employees, third-party contractors, and volunteers.
Add additional users as needed for full access to every app, every screen, and every record. Available at no additional cost for subscribers of Calisto Commerce and Calisto Ops.
Your team, your portals, and your admin access are all managed in Purview.
The post-event review request sends itself, the anniversary of every event is a segment, and the completed event feeds the marketing it justifies.
The event ends at midnight. The client is delighted on Sunday and busy by Wednesday, which is when somebody usually remembers to ask. Delivery of the event triggers the request instead, while satisfaction is at its highest.
Reviews from Google, wedding and event directories, and social profiles aggregate in Reputation, next to the event that earned them and the venue it happened at. Replies go out from the same place.
Catering demand repeats on a calendar: the annual gala, the holiday party, the quarterly board lunch, the conference that happens every spring. Past clients segment by what they booked, at what value, at what time of year, so the holiday-party email goes to accounts who ran one last year rather than to a list.
A corporate account that has gone quiet for ninety days is a segment. So is the wedding client whose first anniversary is next month. So is the venue that has referred four events. Each is a query against the event history, not a note somebody kept.
Completed events feed the marketing they justify. Photographs and menus from a delivered event publish to the site and social channels from the same record, with the client's permission attached to it.
The email does not go to a list. It goes to a segment the order history already knows. A caterer is chosen on evidence from people who already ate the food, and that evidence is worth collecting systematically rather than occasionally.
Nothing here is an integration. It is one set of records that more than one part of your business already writes to.
Every app works on its own. Every app works better together.
The apps a catering operation runs on, and the handoff each one owns.
Enquiry → Qualified
Every request lands in one pipeline, and an enquiry that cannot work is known before anyone books a call.
Menu → Signed
Menus and pricing drawn from one catalog into a proposal the client signs in place, so the number they agreed to is the number the kitchen and the invoice both read.
Event → Kitchen
The event calendar and the kitchen handoff on one record, so a date change moves the prep schedule and the staffing with it rather than after it.
Recipe → Order
Recipes, equipment and rentals costed against the event, so what has to be bought and what has to be hired are a list rather than a memory.
Roster → Site
Servers, chefs and drivers rostered against the event with the call time and the site attached, and labor costed to the job it was spent on.
Event → Books
Deposits, balances and corporate accounts on terms in one set of books, so an event margin is available the week after rather than the quarter after.
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The event calendar and the client file
With Core, get:
Enquiries, proposals, contracts and deposits
With Commerce, get:
Plus everything in Core
BEOs, load-out and event P&L
With Ops, get:
Plus everything in Core
Every App Works Independently. Calisto Pro works better together.
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Request a proposalYes. Full-service events run through inquiry, proposal and contract; drop-off orders check out from the website with minimums, lead times and delivery cut-offs enforced automatically. Both write into the same kitchen queue, so Thursday's production is one list.
Capacity is measured as kitchen hours, not as bookings. Committed events carry their headcount and prep hours, so the calendar shows the production load rather than the number of jobs. Three small events can cost more hours than one large one.
Food cost from the recipes produced, labor from the shifts worked, rentals from the load list, against the revenue collected. The margin lands within a day of the event rather than inside a quarterly total, and it is attributable to that event.
It is a field on the event record, not a line in an email thread. The BEO, the prep list, the tray label and the run sheet are all views of that record, so no handoff re-types it and no handoff can drop it.
Yes. The house account holds the negotiated price list, the payment terms, the billing contact and the delivery addresses, and every requester at that company sits under it. The fourth person to order gets account pricing without a salesperson recognizing them.
The BEO is a record, not a printout, and every change order reissues it. Nobody works from a version the sales team already replaced, because there is only ever one current version to work from.