This portfolio documents selected work product from my tenure as Facilities and Base Operations Project Planner (NF-3 / GS-12 Equivalent) at MCCS Camp Pendleton — specifically the project management infrastructure I designed, built, and maintained to track and execute a $100M+ multi-installation portfolio.
What you are looking at is not a sample or a reconstruction. These are the actual operational artifacts I produced and used. They represent the system I built from scratch when no system existed.
When I joined the MCCS Camp Pendleton Logistics Division, there was no unified view of what was being built, where it stood, who owned it, or when it was due. Projects lived in email threads, individual heads, and disconnected spreadsheets across five installations. The result: 81 months of cumulative scheduling delays embedded in the active portfolio, with no mechanism to surface them, escalate them, or resolve them.
I built this dashboard system from the ground up. The Monthly Logistics Dashboard became the command's operational truth — issued each month to leadership, NAVFAC liaisons, and division coordinators across all five installations. It standardized how we communicated project status, resource allocation, and portfolio health. The initials "LC" in the footer are mine. I owned it, I produced it, I maintained it.
The three views below represent the full dashboard suite for August 2016: project schedule status, resource allocation by execution type, and overall portfolio health. Toggle between them to see how the same 49 projects were reported through three distinct management lenses simultaneously.
What I built at Camp Pendleton was a tracking and accountability infrastructure for a $100M+ physical operations portfolio across five military installations. When I moved to Prudential Financial — a Fortune 50 company managing over $1.5 trillion in assets — I brought the same instinct with me: when no system exists that gives leadership operational truth in real time, you build one.
The ACC ELP 15 dashboard was my delivery management infrastructure for Prudential's Accelerated Entry Level Program, Cohort 15 — a multi-phase candidate pipeline managing veteran and military spouse talent from recruiting through Series 63 licensing. Six milestones. Two candidate groups. Thirteen tracked issues. Nine candidates progressing through credit checks, background investigations, academic training, OJT, and federal licensing exams — simultaneously, with interdependencies, with hard compliance deadlines, and with C-suite visibility requirements.
The tool I built was not assigned to me. There was no template. I designed the formula architecture from scratch — live business day calculations, cross-sheet COUNTIF pipelines, dynamic milestone tracking, and a candidate funnel that surfaced attrition reasons before they became program failures. The same discipline that eliminated 81 months of delay at Camp Pendleton produced a zero-surprise execution record at Prudential.
These are the actual formulas I authored in this workbook. They represent how I operationalized visibility — not static snapshots, but live calculations that updated daily and surfaced risk before it became a miss.
The system I built at MCCS was for concrete and steel — facilities, trades, federal contracts, environmental reviews. The system I built at Prudential was for human capital — licensing timelines, compliance gates, federal hiring preferences. The domain changed. The discipline did not. In both cases: no template existed, I built one. In both cases: leadership required real-time visibility, I provided it. In both cases: the portfolio performed. That is not coincidence. That is how I work.
This phasing deck — Revision 003, meaning it was a living document updated as field conditions changed — was the operational coordination instrument for the Mainside Reset at Camp Pendleton. The project involved resurfacing and reconfiguring seven parking lots across the installation's main commercial corridor while keeping every revenue-generating facility operational for the 2,000+ personnel who depended on them daily.
What made this genuinely hard was the three-authority coordination problem. PWD (Public Works Division) owned the ground and controlled contractor access. MCCS owned the facilities and managed the operational impact. The vendors — multiple contractors running simultaneously, including indirect tenant contractors for Moe's and Subway — had no reporting relationship to each other. I was the connective tissue. I produced this phasing document, coordinated the sequencing, and managed the disruption impacts week by week so that leadership, NAVFAC liaisons, and facility operators all had the same operational picture at the same time.
The deck also documents the unplanned: the death of the PEB contractor's CEO mid-project caused company reorganization and threatened the Super Marine Mart timeline. A 300kVA transformer installation stalled the Services Mall energizing. An electrical pole removal ran late. Every one of those disruptions required real-time re-sequencing of the phasing plan and re-coordination across all three authorities. Rev 003 is the version that held.
A BOS Project Manager on a newly stood-up installation will face exactly this kind of problem every week: multiple contractors, multiple government authorities, facilities that cannot close, and disruptions that don't wait for convenient timing. This project is documented proof that I have done it — not in a classroom, not in a simulation, but on a live Marine Corps installation with real revenue impact, real government oversight, and real consequences for getting the sequencing wrong. Rev 003 exists because Rev 001 and Rev 002 were not enough. That's what adaptation looks like in the field.
Section 03 documents the parking lot construction phasing — six phases, seven lots, eleven weeks of sequenced disruption management. What it doesn't show is that the parking lots were the ground-level coordination problem underneath a far more complex operation running simultaneously above ground. Mainside Reset was a full campus transformation: multiple building projects, three distinct funding authorities, regulatory triggers that auto-activated the moment construction touched pre-code structures, and command-level priorities that had to be managed alongside legally mandated work — all without closing a single revenue-generating facility to the 2,000+ personnel on base.
The coordination complexity came from a structural reality in federal facilities work: Appropriated Funds (APF), Non-Appropriated Funds (NAF), and command-directed resources operate under completely separate authorization chains, contracting vehicles, and compliance frameworks. They cannot be freely mixed. Managing a project that draws from all three simultaneously — in the same buildings, on the same timeline — requires knowing exactly which dollar pays for which scope element, which authority owns which inspection, and which communication lane goes to which stakeholder. Getting it wrong risks Anti-Deficiency Act violations. Getting it right is what $5.25M in cost avoidance looks like.
A BOS Project Manager who can only manage one funding stream at a time is a single-lane operator. The Mainside Reset required fluency in all three simultaneously — knowing which dollar could legally pay for which scope element, which authority owned which inspection lane, and which communication had to go to which stakeholder through which channel. Mixing APF and NAF improperly triggers Anti-Deficiency Act exposure. Mismanaging command-interest work against legally mandated compliance scope creates both regulatory and political risk. Keeping all three in motion, in the same buildings, on the same timeline, while maintaining zero facility closures — that is what this portfolio is evidence of.