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Crew
Cebarn Carroll
CEO
Admiral
Gustavo Ordonez
CFO
General
Cameron Gillotte
COO
Siege Commander
Brian Smith
Head of Construction & Sr. Project Manager
Dmitry Zakharkin
Project Manager
Kesha Kolesov
Plans & Design
Kyle Dion
Field Crew
Alexey Vaulin
Systems & Technology
Leonard
Crew
Ian DeLuca
Field Expeditor / Division 4A
Donna
Assistant
AI
Cristy Fernandez
Office Manager
Evan
Take Off Specialist
Nicole
Take Off Specialist
John
Take Off Specialist
Laurel Copeland
Lead Project Manager & Quality Control
Sean Selle
Site Supervisor
Tigan Carroll
Cebarn's Boss
+ Add Crew Member
Org Board
August 2025 — Rev 2
Executive
Division 7
Executive
Cebarn Carroll · Gustavo Ordonez · Cameron Gillotte
Product
A viable and expanding company.
Divisions
Division 1
Office
Cristy Fernandez
Product
A fully functioning company.
Division 2
Sales
Cebarn Carroll
Product
Clear, actionable, and profitable contracts.
Division 3
Finance
Gustavo Ordonez
Product
A financially sound operation — income exceeds outgo.
Division 4A
Tech Services
Dima Zaharkin
Product
A fully completed contract — executed in sequence, without delay.
Division 4B
Plans
Cebarn Carroll
Product
Code-compliant, buildable plans that reflect the client's vision.
Division 4C
Production
Brian Smith
Product
Quality work that passes inspection and satisfies the client.
Division 5
Quality
Cebarn Carroll
Product
Consistent quality — on time, on budget, up to code.
Division 6
Marketing
Tigan Carroll
Product
A strong public presence built on proven work and client success.
Estimating
The first flow every job goes through — it's about the deliverable, not who does
the work. Each job moves Take Off → Scope → LIP → Estimate, one stage at
a time, then the finished stages are assembled into the Package. New projects land in
Unassigned up top; once assigned, they move into a person's workspace and their bars
track how far along each pass is.
Unassigned — incoming projects
Workspaces
Saved ✓
← Back to Estimating
Stage List & Numbers
The Master Cost Code List — every phase and its stages, with the numbers we assigned. Reference v26.06.26. Code = phase digit + stage digit + "00"; gaps are intentional, leaving room to add stages.
9999 – Holding is the safety net: a place to park work or costs that need to be saved but don't have a home yet, or content rescued from a deleted stage. It's not a real cost category — items here are flagged to be re-filed and are kept out of project totals.
9999 – Holding is the safety net: a place to park work or costs that need to be saved but don't have a home yet, or content rescued from a deleted stage. It's not a real cost category — items here are flagged to be re-filed and are kept out of project totals.
← Back to Estimating
Document Numbers & Labels
How to number and label a document so everyone files and finds it the same way.
STAGE.CODE - Stage Name: TYPE
example → 5300.11 - Electrical: TO
example → 5300.11 - Electrical: TO
STAGE = the 4-digit stage code from the Stage List (e.g.
5300 Electrical).
.CODE = the two-digit document code below. TYPE = the short label (e.g. TO).
Plans / Estimating documents (live)
| Code | Document | Label |
|---|---|---|
| .11 | Takeoff (with BOQ) | TO |
| .12 | Scope of Work | Scope |
| .14 | Bill of Materials | BOM |
| .15 | Internal Line-Item Pricing Table | LIP |
| .17 | Bid Package | Bid |
Revisions
The original approved document has no R. After it's approved/issued, each change gets
R1, R2, R3 (never R0). The R goes at the end:
5300.12-R2 - Electrical: Scope.
Never overwrite the original — the old one is marked Superseded, the new one is Active.
Whole-project documents
Documents for the whole job (not one stage) use the General Conditions code 9000 with the
.01–.09 band: 9000.01 Proposal ·
9000.03 Executed Contract ·
9000.04 Master Allowance Summary ·
9000.05 Draw Schedule.
← Back to Estimating
Estimating — Process SOP
How a project moves through estimating. Every project runs these steps, one stage at a time, until a full estimate packet is assembled and ready to hand to Sales.
Nexus
The operating system of Red Beard Construction — built in layers, one at a time.
● Live — what we're working on now
Step 2 — Building the System
Right now: setting up this live progress view so you can watch the build happen here. Next: writing Donna's operating policies (the Markdowns layer), then standing up the database (Supabase).
Last updated 2026-06-19
🧠 Memory Palace — the whiteboard view
Whiteboard
Open the Memory Palace →
What's built, what's next — in plain dry-erase view.
A simple whiteboard of everything Donna remembers, with tabs for Markdowns, Flows, and Datasheets. Tap to open.
✓ Live — tap to open
Step 1 — Define the Company
Phase 1
Concept
What is RBC and what do we exist to deliver?
The foundation everything else is built on. If you don't know this, you can't make a good decision for the company.
✓ Complete — tap to read
Phase 2
Script
What are the departments, what does each one produce, and who runs them?
The org board. Every division has its own product, a defined scope, and people assigned to it — so everyone knows where they fit and what they exist to do.
✓ Complete — tap to read
Phase 3
Flow
How does work move through the company — and what happens at each step?
A library of workflows. One master flow showing the company end-to-end, then sub-flows for each process — lead intake, estimating, production, closeout, and more.
⬜ To Do — after Script
Step 2 — Build the System
Layer 4
Markdowns
What rules does Donna follow and how does she handle each situation?
Donna's instructions — the policies and procedures she follows. How to handle a lead, onboard crew, escalate a problem. Nothing lives only in someone's head.
⬜ To Do — after Flow
Layer 5
Database
What records does the company need to store, track, and access?
The filing cabinet. Every project, client, crew member, property, and job — in structured tables Donna can query and report on.
⬜ To Do — Supabase build
← Back to Nexus
Phase 1
Concept
What is RBC and what do we exist to deliver?
The Valuable Final Product
A fully executed construction project, delivered to standard, built for client satisfaction, and profitable for the company.
What This Means
Every department — sales, estimating, production, admin — works in alignment toward this one goal. When a decision comes up, the filter is simple: does this move us toward or away from the VFP?
Delivered to standard means the work meets the quality bar we set. Built for client satisfaction means the client experience matters as much as the product. Profitable for the company means we run a real business — margin, not just revenue.
← Back to Nexus
Phase 2
Script
What are the departments, what does each one produce, and who runs them?
Executive — tap to expand
Division 7
Executive
Cebarn Carroll · Gustavo Ordonez · Cameron Gillotte
A viable and expanding company.
Divisions — tap any to expand
Division 1
Office
Cristy Fernandez
A fully functioning company.
Division 2
Sales
Cebarn Carroll
Clear, actionable, and profitable contracts.
Division 3
Finance
Gustavo Ordonez
A financially sound operation.
Division 4A
Tech Services
Dima Zaharkin
A fully completed contract — without delay.
Division 4B
Plans
Cebarn Carroll
Code-compliant, buildable plans.
Division 4C
Production
Brian Smith
Quality work that passes inspection.
Division 5
Quality
Cebarn Carroll
On time, on budget, up to code.
Division 6
Marketing
Tigan Carroll
A strong public presence.
← Back to Nexus
Phase 3
Flow
How does work move through the company — from first contact to completed project?
Master Flow
Master
Company Flow
How does a job move through RBC from start to finish?
The end-to-end picture — every major stage from lead to closeout, with handoffs between departments.
⬜ To Do — start here
Sub-Flows — added as defined
Sub-Flow
Lead Intake
How a new inquiry becomes a qualified job.
⬜ Not started
Sub-Flow
Estimating
How we scope, price, and propose.
⬜ Not started
Sub-Flow
Contract & Deposit
How we get signed and funded to start.
⬜ Not started
Sub-Flow
Production
How the job runs on site day to day.
⬜ Not started
Sub-Flow
Closeout
How we wrap, invoice, collect, and close.
⬜ Not started
Sub-Flow
Crew Onboarding
How a new hire gets into the system and up to speed.
⬜ Not started
More sub-flows added here as we define them.
← Back to Nexus
Layer 4
Markdowns
What rules does Donna follow and how does she handle each situation?
Donna's operating instructions go here — the policies, rules, and procedures she follows for every scenario.
How to handle a new lead. How to onboard a crew member. How to escalate an issue. Built after the Flow is mapped.
How to handle a new lead. How to onboard a crew member. How to escalate an issue. Built after the Flow is mapped.
← Back to Nexus
Layer 5
Database
What records does the company need to store, track, and access?
The database schema goes here — every table, every field, every relationship.
Projects, clients, crew, properties, jobs, invoices. The Supabase build. Built after the Markdowns define what data Donna needs to do her job.
Projects, clients, crew, properties, jobs, invoices. The Supabase build. Built after the Markdowns define what data Donna needs to do her job.
← Back
Division 1
Office
Cristy Fernandez
Purpose
The central nervous system of the company. Keeps the office functioning, teams connected, and the entire operation moving forward. Handles HR, communication, and overall execution oversight — ensuring that what's promised gets delivered, and that no opportunity or obligation slips through the cracks.
Functions
Communication & Routing
Manages all inbound and outbound office communication and coordination.
Establishment & Oversight
Tracks company progress across all divisions using statistics and progress boards.
Human Resources
Oversees personnel files, hiring, onboarding, and the employee lifecycle.
Product
A fully functioning company — where communications are routed, progress is tracked, and every part of the company is aligned and delivering.
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Division 2
Sales
Cebarn Carroll
Purpose
The vital connection between the client and the company. Identifies what the client truly wants, aligns that with what the company can viably deliver, and produces clear, actionable, and profitable contracts. Ensures every project begins with mutual understanding, mutual benefit, and mutual confidence.
Functions
Client Discovery
Engages new leads and identifies what is needed, wanted, and expected.
Contract Development
Converts client needs into a clear, perspicuous contract that reflects both feasibility and financial viability.
Sales Closing
Installs confidence in the client and secures signed agreements.
Referral Program
Administers RBC's referral commission program, rewarding partners and clients for successful introductions. Ensures payouts are timely, transparent, and aligned with company policy.
Product
Clear, actionable, and profitable contracts — sold with confidence and structured for mutual success.
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Division 3
Finance
Gustavo Ordonez
Purpose
Responsible for the financial integrity of the company, ensuring Income Greater Than Outgo so that cash flow is aligned with delivery, obligations are met, and the company remains solvent. Paying subcontractors, vendors, creditors, and employees promptly reinforces RBC's reputation as a reliable partner and a company people are eager to work with.
Functions
Collections
Manages all payments owed to RBC — tracking invoices, issuing payment requests, and ensuring timely collections.
Disbursements
Handles all outgoing payments from the company, including overhead, payroll, subcontractors, and approved purchase orders.
Assets & Records
Maintains accurate tracking of company-owned assets and financial records.
Product
A financially sound operation — where income exceeds outgo, collections are timely, disbursements are controlled, and financial operations are secure.
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Division 4A
Tech Services
Dima Zaharkin
Purpose
Drive flawless project execution through expert organization, structured coordination, and reliable support. Tech Services is where strategy meets action — ensuring every RBC project runs with intention, alignment, and momentum from start to finish.
Functions
Operations
The administrative engine behind every project — coordinating schedules, budgets, purchase orders, and documentation to keep work moving efficiently.
Logistics
Manages all vendor relationships to secure competitive pricing, quality products, and reliable supply. Coordinates delivery dates, fabrication schedules, and on-site arrival of materials and equipment.
Operational Assets
Oversees maintenance and availability of all field tools, vehicles, trailers, and job-related inventory. Handles fleet upkeep, warehouse organization, equipment check-in/check-out, and supply restocking.
Product
A fully completed contract — with all stages executed in sequence, as promised, without delay, defects, or abandonment.
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Division 4B
Plans
Cebarn Carroll
Purpose
Takes the client's vision and translates it into clear, detailed, and buildable plans — removing ambiguity and ensuring both client and contractor share the same expectations. These plans serve as the definitive agreement between the client's vision and the work to be delivered. Produces permit-ready drawings required by local municipalities.
Functions
Plans Coordination
Oversees the plans process from contract to completion, ensuring all work is delivered per agreement and corrections are completed accurately and on time.
Drafting
Creates accurate, code-compliant drawings based on the client's approved concept, ready for engineering review.
Engineering
Provides all structural and mechanical calculations, stamps, and compliance checks for permitting.
Design
Guides client selections for finishes and fixtures, ensuring they meet budget, function, and aesthetic goals.
Take-Offs
Calculates material quantities and measurements from approved plans for accurate budgeting and purchasing.
Product
Code-compliant, buildable plans that reflect the client's vision, stay within their means, and can be built.
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Division 4C
Production
Brian Smith
Purpose
The heart of RBC — the boots on the ground where craftsmanship meets execution, turning plans into finished projects. All other divisions exist to support and serve this team. Responsible for physically building every project with precision, professionalism, and pride. Primary goal: build exceptional work and have fun doing it.
Functions
Project Management
The senior authority for each project and primary client liaison. Responsible for all major delivery decisions and ensuring execution aligns with the contracted scope.
Site Supervisor / Foreman
Senior authority on the job site, responsible for all on-site activities. Maintains full knowledge of scope, schedule, and stage sequence — guiding crews, subcontractors, and vendors with foresight and calm control.
Field Crew
RBC's in-house tradespeople who carry out specific construction tasks. Support the project by assisting in all necessary work to keep progress on track and to standard.
Subcontractors
Specialized trade contractors who perform specific portions of the work. Deliver their contracted scope to RBC's quality standard.
Product
Quality work that passes inspection and satisfies the client while being under budget.
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Division 5
Quality
Cebarn Carroll
Purpose
Doesn't just protect RBC's standards — builds them, reinforces them, and coaches every team member to uphold them. This is where "doing it right" becomes culture, not chance — by identifying and fixing anything that falls short.
Functions
Quality Assurance & Control
Builds the systems, training, and oversight needed to ensure work meets RBC's standards. Validates work during and after execution to confirm it meets company, industry, and client expectations.
Compliance & Permitting
Manages permits, approvals, and inspections with local authorities, ensuring smooth approvals and passing inspections without delay.
Training & Coaching
Provides coaching, skill development, and continued education so every employee knows their role and advances in it.
Corrections & Project Recovery
Takes charge of stalled or non-compliant projects, implementing solutions to bring them back on track and to standard.
Product
A coordinated team that consistently delivers quality work — on time, on budget, and up to code.
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Division 6
Marketing
Tigan Carroll
Purpose
RBC's work doesn't just get done — it gets seen. This team turns quality craftsmanship, client success, and company pride into a public presence that drives growth and builds reputation. Their role is to capture the story of RBC and make it known throughout the community.
Functions
Brand Management
Maintains a consistent, professional image for RBC across all public-facing channels, including the website, social media, and printed materials.
Content & Storytelling
Captures and shares project success stories, client testimonials, and behind-the-scenes insights to showcase RBC's craftsmanship and values.
Community Outreach
Builds goodwill by giving back through events, training sessions, and shared resources that promote safety, education, and industry knowledge.
Product
A strong public presence built on proven work and client success.
← Back
Division 7
Executive
CEO: Cebarn Carroll · CFO: Gustavo Ordonez · COO: Cameron Gillotte
Purpose
The strategic and legal command of the company — responsible for establishing and safeguarding RBC's long-term vision, legal compliance, policy framework, and financial direction. Holds full authority to guide, protect, and expand the company as a whole, ensuring ownership, executive partners, and the leadership council act in unity.
Functions
Policy & Legal
Manages company-wide rules, policies, legal compliance, and documentation.
Banking & Financial Planning
Makes senior-level financial decisions beyond day-to-day disbursements.
Programs, Targets & Growth
Sets company-wide objectives, statistics, and expansion strategies.
ValDocs
Safeguards RBC's most critical documents — property titles, vehicle registrations, deeds, bank account access, and secure storage protocols.
Leadership Council
Coordinates two tiers of leadership: the Executive Council (CEO, CFO, COO — sets long-term goals, approves programs and budgets) and the Management Council (Division Leaders — weekly review of statistics, objectives, and financial planning).
Product
A viable and expanding company.