Organizing a writers’ camp is often seen as something creative and inspiring, but behind that experience lies an extensive process that requires structure, decision-making and continuous improvement. After three editions of the GETAW, it has become clear how much this journey has shaped us professionally, and how a creative idea has developed into an efficient and reproducible system.
From concept to a functional model
The GETAW began as a concept in late 2022: Luuk, Yan and Betty exploring the possibilities on Discord for a writers’ camp that would be accessible and inspiring for a musical friend group. The first conversations were mostly exploratory and intuitive. We knew we wanted to build something, but not yet how. In the months that followed, we systematically researched every feasible option: locations, group sizes, travel routes, equipment needs, financial structures and creative direction.
The first year (November 2023) functioned as a pilot. The small group gave us the space to test, evaluate and adjust. Without planning it that way, this became the foundational blueprint that would form the backbone of all future editions.
The developing process: From idea to aftercare
Over the years we developed a clear, increasingly optimized process:
- Ideation – concept development, defining target groups, exploring possibilities.
- Information gathering – intake forms, location and transport options, cost estimates, technical requirements.
- Invitations and communication – clear expectations, deadlines, conditions and instructions.
- Payments and administration – financial agreements and cost management.
- The journey – planning of transportation and schedules.
- The event itself – workflows, studio layouts, shared moments and space for creativity.
- Aftercare – surveys, data analysis, evaluating feedback, documenting and preparing improvements for the next edition.
Between every phase, structured meetings take place. What began as loose brainstorming sessions developed, year after year, into a streamlined meeting process. Our discussions transformed from open and chaotic to focused sessions with clear agendas, decision-making and follow-up points. This professionalization has been essential for scaling the project.
Growth, responsibility and group guidance
The doubling of participants in the second year made this process structure indispensable. Multiple accommodations, different studio setups and a wider range of personalities required tighter organization. We learned that group cohesion does not happen automatically; it requires intentional communication, shared activities and an environment that encourages interaction.
My own role within the creative domain grew as well. From illustrating merchandise to developing folders and, in the most recent edition, full magazines: the creative component became a fully integrated part of the overall workflow.
Managing complexity, expectations and setbacks
Organizing a writers’ camp involves more than logistics and creativity. It also requires communicative responsibility: payment arrangements, cancellations and managing individual expectations. Because many participants are acquaintances or friends, we quickly learned how important it is to establish clear conditions and act professionally at all times.
Setbacks were inevitable. Some arose from misunderstandings, others from last-minute changes or unforeseen circumstances. Through these challenges, we learned to distinguish valuable feedback from noise: recognizing what contributes to improving the experience and what does not. That filtering skill proved essential for staying focused on the core goal, delivering the best possible writers’ camp.
Administration, data and continuous improvement
Beyond operational tasks, administrative components became increasingly important: surveys, forms, minutes and data analysis. By processing this information in a structured way, we were able to make better decisions each year and create an experience that matched the needs of the group.
Up scaling: From multiple houses to Villa
The third year marked an important milestone: for the first time, we traveled together by bus to Texel and stayed with the entire group in one large villa. This scale-up brought both new opportunities and new challenges. The logistics required closer coordination, tighter planning and greater financial responsibility. The impact on group dynamics, however, was clearly positive: the shared journey strengthened connections and generated noticeably stronger creative energy.
The location forced us to make new considerations. Whereas previous editions allowed us to set up a studio in each house, the villa’s noise limitations meant we could only build two studio setups. This restriction required an adjusted workflow, but at the same time offered valuable insights into organizing production environments flexibly under new conditions.
Financial responsibility as a foundation
As many already know, the roots of Lain Sayang Lain lie in music. From that background, we increasingly saw how many artists and creatives face the same barrier: lacking the financial means to rent studio space, pay producers or simply clock enough studio hours to gain experience. This reality made us even more aware of the importance of a solid and transparent financial structure within our own projects.
A project of this scale requires a realistic and well-supported financial approach. From accommodations to transportation, equipment and materials: every element must fit within a sustainable and responsible budget. We have learned that creativity can only truly flourish when the financial foundation is stable and transparent. At the same time, we recognize that this isn’t always a given in the creative sector, which is exactly why maintaining a professional financial approach feels essential.
Conclusion: A project that has developed into a system
After three editions, the GETAW is no longer just a writers’ camp, but a mature process that continuously learns, evaluates and refines. Entrepreneurship within a project like this is not only about making creative choices, it’s also about having the conversations that may feel difficult: about expectations, boundaries, responsibilities and decisions that affect the group.
We have learned the value of documenting everything, observing processes consciously and recognizing patterns before they become bottlenecks. Equally important is the ability to reassess decisions, acknowledge mistakes and make timely adjustments. Growth does not come from perfection but from transparency, reflection and the willingness to improve again and again.
Each edition builds on the data, insights and experiences of the previous one and that remains the strength of the GETAW: a project that adapts, learns and becomes structurally stronger over time.
As the AW slogan says: There is always another way.
And that alternative way will always reveal itself to those who dare to evaluate, improve and take responsibility.
GETAW