My branding and business card
I designed this business card as a compact expression of how I think and work. It was not just a place to put my name and contact information. It needed to communicate a broader professional identity: engineering, project management, construction, design, communication, systems thinking, and practical follow-through, without making the work feel scattered.
The central challenge was clarity. My work crosses different domains, so the card had to create a thread that tied them together. I wanted it to feel professional and capable, but still human, creative, and specific to me.
The logo combines my initials, R and C, with references to squaring the circle, the golden ratio, and a 3-4-5 triangle. Those references connect the identity to philosophy, mathematics, construction, and design. The geometry is not there as decoration; it reflects the way I tend to approach work: look for structure, understand the constraint, and find a practical path forward.
The sketched line quality was intentional. I did not want the mark to feel overly polished or sterile. The slightly drawn quality suggests thinking, iteration, and problem-solving in progress. It keeps the identity connected to the process of working through an idea, not only the final result.
The colour palette reinforces the same idea. The charcoal grey has a pencil-lead quality, which connects to sketching, drafting, and working something out by hand. The deep construction-gold adds warmth, value, and a practical built-environment association. The two-tone name treatment connects directly back to the logo so the initials and wordmark feel like one system rather than separate graphic elements.
The back of the card centres on the phrase “Make It / Make Sense.” I like the phrase because it carries two meanings at once. It speaks to making, building, and execution, but also to sensemaking, clarity, and communication. Separating the phrase into two lines turns a familiar expression into a simple statement of how I work.
The supporting line, “Design. Solve. Build. Deliver.” turns that philosophy into a process. It reflects the sequence I naturally bring to projects: understand the problem, design a response, solve the constraints, build the result, and deliver something that works.
This project is personal, but it supports the same idea as the rest of the portfolio. The card was a small physical object, but the design problem was the same kind of problem I often work on: make something broad and complicated clear enough that someone else can understand it, use it, and remember it.
Internal project startup workflow
As Process Improvement Manager at Pentillion Construction, I built an internal project startup workflow to improve the handoff between a project being awarded and the information needed to manage, bill, and administer the work.
Before the workflow, project information could be scattered across conversations, emails, estimates, and individual memory. One person might know the billing arrangement, another might know the site contact, and accounting might not have enough context to set up the job or invoice correctly. That created avoidable friction at exactly the point where the project needed to start cleanly.
The startup workflow was designed to make that information explicit. It captured project status, project lead, client and site contacts, expected costs, billing responsibilities, important dates, scope notes, permit requirements, file uploads, and trade-specific details. It also helped handle more complicated billing situations where costs might be split between property managers, tenants, landlords, or other clients.
I built the form with auto-populated dropdowns and conditional logic so it was easier to complete and did not ask every user every possible question. The form changed based on the project information being entered, which made it more practical for real use and reduced the chance that people would skip it because it felt too cumbersome.
I also configured the workflow so submissions were automatically emailed to the people who needed the information. That helped project managers, office administration, and accounting see new work earlier and with more consistent context.
The result was a clearer startup process for awarded work. The workflow reduced reliance on informal handoff, helped accounting understand billing requirements earlier, reduced the chance of missed invoices, and made complex project setup easier to coordinate. It was a small internal system, but it addressed a real operational problem: getting the right information to the right people before gaps turned into project or billing issues.
Maintenance performance dashboard
At Pentillion Construction, the property maintenance role covers a wide range of responsibilities across roughly a dozen commercial properties, including outdoor malls, tenant spaces, and mixed-use sites. The work includes routine inspections, garbage removal, cleaning, minor repairs, contractor coordination, task tracking, and responding to issues raised by tenants, property managers, and owners.
Although the role is important, the expectations were not always easy to define. Good maintenance often goes unnoticed. When the work is done well, tenants and customers simply experience a clean, functional, well-managed property. That can make the role feel thankless, but it also makes clear expectations more important.
Small visible issues, such as mud on a front door, overflowing garbage, or damaged finishes, can quickly create complaints and reduce confidence in the maintenance team. I identified a need to better define what successful performance looked like for the maintenance role, especially because the job required more than simply completing assigned tasks.
Technicians needed to take ownership of their sites, understand priority and billing boundaries, use Trello consistently, communicate clearly, and know when work should be escalated or subcontracted rather than handled in-house.
To address that, I created a job dashboard for the Property Maintenance Technician role. The dashboard condensed the role into four key performance areas: Site Ownership & Accountability, Task Management & Prioritization, Communication & Coordination, and Professionalism & Tenant Interaction.
Each category included a plain-language summary, detailed expectations, measurable indicators, and reflection prompts that could be used for onboarding, coaching, and performance discussions. The idea was to make the role easier to understand without reducing it to a checklist of disconnected tasks.
The dashboard helped translate informal feedback into a shared standard. Instead of expectations being passed along through phone calls or individual training styles, the technician had a clear reference point for what mattered most: keeping sites visibly cared for, tracking tasks properly, spending time on approved work, communicating before problems escalated, and identifying work that should be handled by outside contractors.
The result was clearer role definition for new hires and existing technicians. It reduced billing mistakes, encouraged more consistent use of Trello, and helped management evaluate performance more fairly. It also reinforced the larger operational goal: maintenance should create confidence. Property managers, owners, tenants, and customers should be able to see that the site is being looked after, even when the best result is that nothing appears to be wrong.
