The company
Couples in the United States spend about $70B to $73B a year on ceremonies and receptions, and close to $100B once rings, honeymoons and rehearsal dinners are counted. Planners are paid about $1.5B of that. The rest goes to the vendors — and the vendors are reached by whoever chases them.
So we sell the service: a named planner, a network of planners working our agents, and a graph of prices and contract clauses that gets better with every wedding. The operating system is how that work is delivered profitably, not a thing we sell on its own.
A free app can give a couple a chatbot. It cannot give them what a photographer really costs them — $4,850 on the last Miami-Dade quote we read — which clause the venue's standard contract hides, or whether the band quoted last March still holds. That knowledge is a graph, and the graph is the asset.
The agents do the chasing, the reading and the reconciling. A planner holds the relationship, makes every decision that costs money, and stands on the day. The model is closer to a travel agency network than to an app: the software compounds, the service delivers.
Miami is the first city, not the limit. Weddings move between Miami, Mexico, the Caribbean and Spain, and the plan, the documents and the vendors move with them. English and Spanish ship today; every other language is a translation away, because the catalogue, the documents and the agents are language-ready by construction.
We are not a self-serve app, and we do not sell travel. We record what guests need, we do not sell them a flight. There is no per-seat pricing and no subscription a couple forgets to cancel: one price, one named planner, and a plan that says who is doing what.