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.
Date-night fitness challenge automation
My wife and I wanted a fun way to stay accountable with our fitness goals, so I built a shared challenge that turns Garmin activity data into a weekly scoreboard, a date-night fund, and a small amount of competitive pressure.
The rules are simple. Each week, the person with the fewest Garmin intensity minutes contributes $50 to the date-night fund. Zone 5 training minutes count double, so harder training gets extra credit. Each person is also expected to complete two weight-training sessions per week, and missing one adds another $25 penalty. After four weeks, the winner chooses the date night and can delegate the planning and organizing to the other person.
That structure made the challenge playful instead of purely punitive. The “penalty” still goes toward something shared, and the four-week cycle gives the challenge a clear finish line before it starts again.
The system only works if the tracking does not become a chore, so I automated the boring parts. Scripts pull activity data from Garmin, sync it into Google Sheets, backfill historical activity, calculate weekly standings, apply the contribution rules, and send a daily email showing who is ahead, who is behind, and what needs to happen before the week ends.
Google Sheets became the visible scoreboard and rule engine. It keeps the calculations transparent enough that the challenge does not feel like a black box, while the automation removes the need to manually copy workouts, compare activity minutes, or remember to send updates.
The daily email is a key part of the design. It makes the challenge visible without requiring either of us to open a dashboard every day. That small reporting loop keeps the system present in normal life and makes it easier to adjust before the end of the week.
This is a personal project, but the pattern is transferable: define the behaviour you want, make the rules visible, automate the tedious parts, and turn feedback into something people actually pay attention to. In this case, the result is a fitness challenge that supports consistency, competition, and date nights without creating another manual tracking task.
Trello-based maintenance management system
At Pentillion Construction, I implemented a Trello-based maintenance management and documentation system for recurring work across a dozen commercial properties. The work involved routine inspections, seasonal tasks, urgent repairs, subcontractor follow-up, site-specific knowledge, safe work practices, and a lot of small details that needed to be available when someone was actually on site.
I had previously worked in the maintenance technician role myself, so I understood how quickly the work could become difficult to track when the system depended on phone calls, personal notes, memory, and individual site knowledge. A technician might visit several properties in a day, deal with routine checks, unexpected issues, tenant concerns, small repairs, and subcontractor coordination, then still need to remember what should happen next week, next month, or next season.
The problem was not that people were not trying. The problem was that too much important information lived in separate places. If a task, photo, decision, manual, contact, or site detail only lived in one person’s memory or text messages, it was too easy for context to be lost, the same questions to be asked repeatedly, or follow-up work to become invisible.
Building the boards around the real maintenance workflow
I structured the system with dedicated Trello boards for each site and a general knowledge board for shared procedures, sourcing information, contacts, safe work practices, and recurring references. Each site board was organized to track active tasks, completed work, projects, recurring templates, and site information.
Cards became the working record for each issue or task. They could hold checklists, photos, comments, links to manuals, storage locations, water shutoff information, sourcing notes, and other details that are easy to lose but important when someone is standing in the building trying to solve the problem.
The system was designed around how maintenance actually happens. Weekly, monthly, and seasonal template cards could be copied into the active task list with due dates, keeping recurring work visible before it became urgent. The recurring work included items such as filter changes, bird checks, vacancy checks, janitorial reviews, fire and generator tests, exterior lighting checks, pest inspections, equipment servicing, salting preparation, annual fire and pump checks, anchor inspections, painting reviews, and pressure washing reviews.
Making responsibility and follow-up visible
I also built the workflow around accountability. Cards are assigned to the person responsible for seeing the task through. Priority labels help show what needs attention first, and subcontractor labels identify work that requires outside follow-up.
That structure matters because maintenance work often fails at the handoff. Someone notices an issue, someone else talks to a subcontractor, another person waits for a quote, and then the original context disappears. Keeping comments, photos, due dates, labels, and assignments on the same card makes the work easier to pick back up without needing a separate explanation.
The photo history became another important part of the system. Photos could document problems, site conditions, completed work, recurring issues, and past repairs. That created a practical historical record for planning, liability, trend review, and training.
Extending Trello with n8n reporting
Trello’s built-in automation handled some recurring task creation, but it had limits when the system had to scale across multiple users and sites. To extend it, I connected Trello to n8n and used API queries and filtering to build custom reporting.
The system can send HTML email reports with direct links back to the relevant Trello cards. Reports can summarize completed work, upcoming tasks, overdue items, assigned responsibilities, due dates, labels, subcontractor follow-up, and other filtered information across all sites.
A weekly report gives a snapshot of what was completed and what still needs attention. Upcoming-task emails help keep maintenance visible before it becomes urgent, making it easier for the technician to plan ahead, pick up materials, or coordinate subcontractors before arriving on site. Reports can also be tailored for different people depending on their role, including the maintenance technician, me acting as maintenance manager, and ownership.
Creating a company knowledge base
The maintenance system also became a knowledge base. It gave the company a practical place to store manuals, procedures, site-specific details, photos, sourcing notes, contacts, and institutional knowledge that would otherwise stay with whichever person happened to know it.
That made the system useful beyond daily task tracking. It helped new people learn the sites faster, gave management better visibility into maintenance activity, and created a stronger record of what was done, when it was done, and why.
Handoff and refinement
This project combined my experience in the maintenance role with process improvement, workflow design, documentation, automation, training, and hands-on implementation. I designed the board structure, templates, labels, due-date logic, automations, reporting, documentation, and training materials, then continued checking in with users to refine the system around how the work actually gets done.
Information needs a home
The result was a maintenance workflow that captured more site knowledge, made responsibilities clearer, improved follow-up, reduced reliance on individual memory, and helped recurring work stay visible.
This is one of the clearest examples of the kind of system I like building. The system is useful because it gives people an operating structure: less lost context, better handoff, clearer accountability, and enough automation that important work is harder to forget.
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.
