LM Leo Mendoza
Bilingual Content Manager · Strategy, Editorial, Social & Video

Content, Owned End to End.

I turn complex subjects into content people read, watch, and act on.

I'm a bilingual content manager. I own the full content lifecycle: finding the idea, researching it, planning the calendar, writing and producing it alongside the team, publishing it, and staying in the conversation with the community after it goes live.

Contenido bilingüe, hecho entre Morelia y Nueva York.

3–5% 18% LinkedIn newsletter engagement, baseline to peak
6.5M Views on my best-performing script
EN / ES Written natively, not translated
K–12 B2B Kindergarten to public agencies

What I own

Strategy through community

Strategy

  • Audience & topic research
  • Editorial planning
  • SEO keyword research
  • Content & UX audits

Production

  • Long-form & copy
  • Scripts (AV & documentary)
  • Video & motion graphics
  • Creative direction

Distribution

  • Calendars & publishing
  • Community management
  • Performance review
  • Bilingual adaptation

Browse the full archive. One process, three kinds of output.

B2B & Infrastructure · Toll International

Long-form business journalism, service-page copy, and a content strategy audit for a NYC construction project management consultancy. Written for public agency decision-makers and senior technical candidates.

  1. Resuscitating Bertha: When a $3B Project FlatlinesBest performer · new client contacts
  2. What is Critical Path Method in Construction?Explainer · search asset
  3. I Went Looking for Corporate Values and Found a Survival StoryBrand narrative
  4. The King Wanted More Guns. He Sank a Kingdom's GDP Instead.Historical forensics
  5. Inside the $1.8 Billion Bet to Keep Manhattan Above WaterLive capital programs
  6. Website copyService pages & positioning
  7. Content & UX auditStrategy deck · EN and ES

W.01 · Toll International · LinkedIn Newsletter

Newsletter Articles

Five long-form pieces for Toll International's LinkedIn newsletter. I pitch the topics, research them, write the drafts, and manage the publishing schedule behind the series.

Why it matters

I took over the newsletter and rebuilt its editorial approach around researched narrative: infrastructure failures told as stories, every claim sourced, every piece closing on a specific capability rather than a slogan.

3–5%Typical baseline Up to 18%Peak, single issue 7 monthsMonths of editorial ownership

Resuscitating Bertha: When a $3B Project Flatlines

On December 6, 2013, sixty feet beneath the streets of downtown Seattle, the world's largest tunnel-boring machine dropped dead.

Her name was Bertha. She was five stories tall, 57 feet in diameter, weighed 6,700 tons, and cost $80 million to build. Her job was straightforward on paper: carve a 1.7-mile tunnel to replace the aging Alaskan Way Viaduct, a crumbling double-decker highway that had been declared seismically unsafe after the 2001 Nisqually earthquake. The entire SR 99 project was budgeted at $3.1 billion. Bertha was its beating heart.

Four months into the dig, that heart stopped.

What Happened Underground

Operators noticed the warning signs first: hydraulic temperatures spiking, the cutterhead grinding more slowly. They assumed Bertha had hit a patch of the dense glacial till that sits beneath much of Seattle, deposited by the Vashon ice sheet some 15,000 years ago. Glacial boulders were expected. The machine was built to handle them. So they pushed harder.

Bertha groaned forward a few inches, then seized completely. Above ground, traffic continued rumbling across the very viaduct the tunnel was supposed to replace, a structure that was already sinking at a measurable rate. Below, one of the most expensive infrastructure projects in American history had just flatlined. Every idle day cost an estimated $300,000 to $400,000 in overhead, equipment, and standing labor. The silence was deafening, and expensive.

The Misdiagnosis

But before the equipment broke down, something else had shattered: the information flow.

Seattle Tunnel Partners (STP), the contractor, was convinced Bertha had struck an unforeseen geological obstruction. They called it an excusable delay. The Washington State Department of Transportation (WSDOT) wasn't buying it. Nobody had a clear picture of what was actually happening sixty feet underground, so engineers drilled exploratory boreholes from the surface, essentially biopsy needles probing blind into the earth.

In January 2014, they hit metal. The culprit wasn't a glacial boulder. It was an 8-inch steel well casing, a leftover from a groundwater monitoring program the state itself had conducted years earlier. A piece of forgotten infrastructure, buried in the path of the world's most advanced boring machine.

Open-Heart Surgery on a City Street

The diagnosis reframed the entire crisis. The contractor cried foul; a hidden foreign object had killed their machine. The owner countered that an 8-inch pipe shouldn't stop an $80 million beast designed to chew through glacial rock. But assigning blame couldn't restart the machine.

Bertha was too deep to repair in place and too massive to pull backward. The only option was one nobody wanted to say out loud: dig a rescue pit, 120 feet deep, 80 feet wide, directly in front of the stranded machine, in the middle of one of the densest urban corridors on the West Coast. Open-heart surgery, performed on a living city.

The risks were immediate and brutal. To excavate that deep, crews had to dewater the surrounding soil, pumping out massive volumes of groundwater to keep the pit from flooding. But groundwater is what holds up everything above it. As the water table dropped, the earth beneath Seattle's historic Pioneer Square began to compress and shift. Buildings that had stood since the 1890s, survivors of the Great Seattle Fire, started developing cracks in their foundations. Sidewalks buckled. Monitoring sensors installed on nearby structures ticked upward.

It was a brutal paradox: the only way to save the project was a procedure that threatened to sink the neighborhood around it. It took nearly two years of careful, agonizing excavation, just to dig the pit, lift Bertha's 2,000-ton front assembly to the surface, and crack her open.

The Real Cause of Death

When engineers finally performed the autopsy, they found something the steel pipe alone couldn't explain. Hitting the casing was the triggering event, but the fatal damage was self-inflicted.

When operators pushed the machine harder against the obstruction, the resulting heat and pressure blew the seals on the main bearing, a component the size of a house. Sand and grit flooded into the machine's internal gears. Bertha had essentially chewed herself apart from the inside.

The physical repairs took months. Resuscitating the project, the schedule, the budget, and the legal standing took years.

The $642 Million Question

Bertha finally completed her journey on April 4, 2017, roughly 2.5 years behind schedule. But finishing the tunnel was only the beginning of a different kind of excavation.

STP filed a $642 million claim against the state, arguing the hidden steel casing was the sole cause of the delay. It was one of the most dramatic legal battles regarding a capital project. It hinged on documents: specifically, on what the contractor knew, or should have known, before breaking ground.

Forensic schedule analysts combed through terabytes of project data. What they found was damning for the contractor: the existence and approximate location of the steel casing had been documented in the thousands of pages of reference materials provided during the bidding phase. The information was there. It had simply been buried in the data. The contractor was so eager to get the contract that it didn't stop to consider every single variable in its analysis.

A jury agreed. Instead of receiving a $642 million payout, the contractor was ordered to pay $57.2 million in damages for the delay.

Don't Wait for the Autopsy

The Bertha saga is usually told as an engineering story, a tale of machines and soil and buried pipes. But the real story is about information.

Every critical fact that could have prevented the crisis existed before Bertha ever started digging. The geological surveys were done. The well casing was documented. The risk was knowable. What was missing wasn't data. It was the discipline to synthesize it, the project controls architecture that turns thousands of pages of reference documents into actionable intelligence, and the forensic rigor that separates a $642 million liability from a $57.2 million judgment.

That gap between having data and actually seeing what it's telling you, that's where projects die. Not from bad engineering, but from bad visibility.

It's also exactly where Toll International LLC operates. We stress-test your risk register against the actual conditions of your project, not just filing it and moving on. It means maintaining a real-time schedule and cost data rigorous enough that when a stakeholder asks "where do we stand," the answer is grounded in fact, not optimism. And when the unexpected does happen, because on projects of this scale, it will, it means deploying forensic schedule analysis that can isolate the actual impact, separate the triggering event from the cascading failures, and produce the defensible documentation that turns a $642 million exposure into a $57.2 million recovery.

You don't have to wait for the autopsy to find out what went wrong. You can have that clarity from day one.

Toll International. We keep the project alive.

Result

The best-performing piece in the series. It drove significant interaction and brought Toll several new project management contacts, turning a newsletter article into actual business development.

The structure is the reason: a $3B machine dies in the first line, the mystery gets solved in the middle, and the forensic lesson only lands once the reader is already invested. The pitch arrives last, and only because the story earned it.

What is Critical Path Method in Construction?

Let's put it like this: It's Christmas Eve and you're cooking dinner. It's high stress, and guests are arriving in 4 hours. The clock is ticking.

No worries, you have a perfect assembly line going:

  • You're prepping the bird.
  • Your wife is making the stuffing.
  • Your son is chopping the salad.

Everyone is working fast. You are efficient. You are actually ahead of schedule on the chopping and stuffing.

But when you turn to put the turkey in... the oven is cold. You forgot to turn it on.

This is the Critical Path. It doesn't matter that your son finished the salad 10 minutes early. It doesn't matter that the stuffing is perfect. The turkey requires 4 hours in a hot oven. Because the oven wasn't ready, dinner is now delayed by 30 minutes (the time it takes to preheat), and there is nothing the salad crew can do to fix it.

In construction, the "Cold Oven" is the Inspection. We can have the drywallers and painters standing by (the salad crew), but if the electrical inspection (the oven) isn't done, the project stops dead. That costs money.

No matter how efficient, organized, and hard-working your crews are, if you do not have the critical path to completion thoroughly mapped, your projects are vulnerable to catastrophe.

1. What is CPM Scheduling?

CPM Schedule is a tool that goes beyond a blueprint when it comes to planning. A blueprint tells you what you are building (walls, roof, sink). The CPM Schedule explains the logic for assembling it so you don't end up with a "cold oven" situation.

And you may ask, isn't that what calendars are for? Not really. A calendar is static; if you write "Dinner at 6:00 PM" on a calendar, it stays there even if you forget to turn on the oven. A CPM Schedule is dynamic. It links tasks together so that if "Preheat Oven" is delayed by 20 minutes, "Serve Dinner" automatically moves 20 minutes later. This way, you know the impact of even the tiniest delays ahead of time.

2. The Digital Tools

You cannot pull this off in Excel. You need software that understands relationships.

  • Oracle Primavera P6: The "NASA-grade" tool. Used for skyscrapers and airports. Complex, expensive, and powerful.
  • Microsoft Project: The standard for mid-sized commercial projects.
  • Procore / Smartsheet: Modern, cloud-based tools that keep the field crew connected.

Why it matters: If you move one task in Excel, you manually rewrite 500 dates. In CPM software, you move one task, and the system instantly recalculates the entire future of the project.

3. The Specialized Talent

This high complexity means not just anyone can manage this critical path. This is where you hire a Construction Scheduler or Project Controls Manager. This person is the Air Traffic Controller of your project.

  • The Superintendent is the Pilot flying the plane by managing the crews.
  • The Scheduler is the Air Traffic Controller monitoring radar to ensure two planes don't try to land on the same runway at the same time.

They ask the Superintendent: "How long will the framing take? What do you need before you start?" Then they build the logic map to prove if the deadline is actually achievable.

4. 4 Steps to Implementing CPM Scheduling

How do you actually build this "Cold Oven" warning system? It happens in four phases.

Step 1: The Brain Dump (WBS). You list every single ingredient and step required to build the project. You don't worry about the order yet; you just list them. Example: Pour Foundation, Frame Walls, Paint, Install Roof, Buy Windows.

Step 2: Sequencing. You connect the dots. You tell the software which task is the "Oven" and which is the "Turkey."

  • Rule: "Roof" cannot start until "Walls" are finished.
  • Rule: "Paint" cannot start until "Drywall" is finished.

Step 3: Estimating. You assign a time limit to each step. Example: Framing = 10 days. Painting = 5 days.

Step 4: The Calculation. You press the button. The software runs the math and tells you: "Based on your logic, you will finish on December 25th."

The Reality Check: If the software says you finish on January 10th, you know you have a problem before you even start building.

So what can you do? You now know that to avoid the "Cold Oven" disaster, you need two things:

  • The Recipe: Complex logic built into software like Oracle Primavera P6.
  • The Head Chef: A specialized Scheduler who knows how to write that recipe.

Here's the real question: if your framing crew finished early tomorrow, would your schedule automatically know what to pull forward? Or would that extra time just vanish into waiting?

That's the gap we help close here at Toll International. We don't see scheduling as an administrative task. We treat it as the project's central nervous system. Whether you need us to come in and build your entire CPM framework from scratch, or you simply need us to find you that top 1% scheduling talent that generic staffing agencies miss, we have the network and the technical pedigree to do it.

We have managed schedules for some of the most complex infrastructure and capital programs in the world for the past two decades. We know exactly how to spot the difference between a data-entry clerk and a true Construction Scheduler who can save you millions in delay claims.

Stop hoping the oven is warm when the guests arrive. If your project's critical path is unclear, we can map it, stress test it, and protect your completion date.

Learn more at tollintl.com

Behind the piece

An explainer written for a split audience: agency owners who need to understand why scheduling matters, and practitioners who would dismiss anything that got the technical detail wrong. The cold-oven analogy carries the first group; the P6 and resource-leveling specifics hold the second.

It also doubles as a search asset, built around a question prospects actually type into Google.

I Went Looking for Corporate Values and Found a Survival Story

When I first sat down to write about our core values at Toll International LLC, I hesitated. I found myself wondering: How can I turn something that is usually part of a dry corporate presentation into something our readers actually care about?

We all know the drill. Defining "core values" is usually a corporate, top-down exercise. It often involves conference rooms, whiteboards, and carefully selecting aspirational words like Integrity or Excellence to paint a picture of who a company hopes to be.

But as I delved into the past, digging through the 20-year history of Toll International, I realized that we didn't fit that mold. I found that the way we defined our values is actually a story full of drama, risk, and humanity. It's a story of fires, floods, and impossible deadlines.

It hit me; we didn't find our values. They found us. They were forged in the field, when things were going wrong, and we had to decide who we were going to be in that moment.

Here is how three specific moments in our history stopped being just "projects" and started defining who we are.

1. Responsiveness: The Fire at North River (2011)

It is one thing to be responsive when answering an email; it is entirely different to be responsive when the Hudson River is at risk.

In 2011, we were six years into our journey. We had secured major wins, including work at the World Trade Center, but our true character was tested on July 20th, when a four-alarm fire crippled the North River Wastewater Treatment Plant.

The situation was critical. The plant was down, and raw sewage was being forced into the Hudson. A disaster like this usually triggers heavy bureaucracy, with budget and liability debates while the clock ticks. While others were stuck in the "who pays for what" phase, Nure Aiza Bezares, our founder, was on-site. We didn't wait for the paperwork to clear before offering help; we dove in. We utilized a Primavera P6-based control system to help organize the chaos and restore the plant.

That week taught us that Responsiveness is not about doing work quickly; it's about showing up when it's inconvenient, difficult, and yet, absolutely necessary.

2. Dependability: The "Impossible" Migration (2013-2016)

If you want to know what a company is made of, give them a job that everyone else is scared to touch.

Between 2013 and 2016, a top NYC education agency faced a nightmare scenario. They needed to migrate a massive, complex project ecosystem. The stakes were high, and the technical debt was massive. It was such a volatile knot of data that even Oracle, the creators of the software being used, refused to touch it. They essentially said, "Good luck, but we can't help you."

Many would claim the smart business move in this situation was to decline. Why risk our reputation on a project the manufacturer deemed too risky? But we had no intention of leaving our partners to deal with the issue alone. We took the job and then went a step further: we promised a migration with zero errors.

For months, our team meticulously unraveled, moved, tested, and rebuilt that ecosystem. When we crossed the finish line, we had delivered exactly what we promised: zero errors.

That project cemented Dependability as a core pillar of Toll. It proved that our word is iron. If we say we can do it, we do it, even when others say it's not possible.

3. Empathy: Rising Above the Flood (2017)

Engineering and construction management are often viewed as cold, calculating disciplines. We deal in concrete, steel, schedules, and risk registers. It's easy to forget that at the end of every Gantt chart is a human being trying to live their life.

After Superstorm Sandy, Southeast Queens was left reeling. Flooding was a daily reality for thousands of residents. Toll International was brought in to assist with critical initiatives, including the literal raising of streets to prevent future catastrophes, helping 60,000 people reclaim their households.

But the technical work was only half the battle. We helped process claims for hundreds of residents who needed to repair their homes. We realized then that our technical expertise meant nothing if it didn't serve the people behind the infrastructure.

Empathy became our lens. It transformed us from consultants who manage "projects" to partners who rebuild communities and seek to create a better world.

20 Years of Impact (2025)

From our founding on Halloween in 2005 to protecting the water supply at Hillview Reservoir in 2024, our journey has never been a straight line. It has been a series of challenges that demanded we evolve.

We learned Resilience in 2020, when we navigated a global pandemic, transitioned to a fully remote model, and still won the "Best Minority Technology Firm of the Year" award. We learned Ambition when we expanded our operations to Texas in 2022, proving that our East Coast expertise could thrive in the South.

Now, as we look beyond our 20th anniversary, I see our "Core Values" not as words on a slide, but as standards we live by. As something to leave behind in every project we touch.

Here is to the next 20 years of letting the work define the words!

Behind the piece

The brief was a corporate values page for the company's 20th anniversary, the kind of content nobody reads. I reframed it by refusing the standard format: instead of naming values and defending them, I went into twenty years of project history and found the moments that produced them, a plant fire, a migration Oracle declined to touch, and post-Sandy flood recovery in Southeast Queens.

Internal-facing content that still had to survive an outside reader's attention.

The King Wanted More Guns. He Sank a Kingdom's GDP Instead.

It was the pride and joy of the King. The most powerful capital ship in the world. Five hundred sculptures and gold-covered ornaments carved into the hull. Sixty-four bronze cannons gleaming from two open gun decks. Intricate carvings of Roman emperors and Swedish lions covering her stern, painted in violent reds and golds to terrify the Polish enemy.

It took 400 workers, 40 acres of prime oak, and two years to complete. But finally, here she was, the Vasa, a Swedish ship to rule the seas, ready for her maiden voyage.

But why are we talking about a 17th-century warship in this newsletter? Because of what happened next.

The order is given and four sails unfurl. The canvas catches a light breeze, the ship moves, waves folding beneath her keel. Thirteen hundred meters later, the wind picks up... and she just tips over. Water rushes into the open gun ports. In minutes, the pride of the Swedish Empire vanishes beneath the grey water. Thirty men and women are dragged down with her, drowning less than a mile from the dock.

Five percent of the Kingdom of Sweden's GDP sank to the bottom that day.

What caused this? An enemy ship? A storm? The vengeful gods of the Baltic? None of that; it was bad management. A phenomenon we now call: The Vasa Syndrome.

The Vasa Syndrome

King Gustavus Adolphus originally approved a design for a single gun deck. But mid-construction, intelligence reports arrived: the Danes were building a bigger ship. He demanded a second gun deck. Heavier cannons. More statues.

The shipwright, Hein Jacobsson, trembled. The center of gravity was rising dangerously high. The hull was too narrow to support the new weight. A stability test proved it; thirty men running across the deck made the ship roll so violently that they had to stop for fear of capsizing in the harbor.

But the King wanted his guns. And no one dared tell him no. The schedule was tight. The budget literally a king's ransom. Production could not be stopped.

We See the Vasa Syndrome Every Day

We see it in the hospital wing that stalled for eighteen months because an MRI suite was added after the foundation was poured. We see it in the highway interchange that bleeds $40 million because the scope expanded faster than the risk assessment could track.

Every capital project carries the same temptation: just one more feature, just one more demand, just one more gun deck. And the same silence from the people who know better.

This is what Project Controls exists to prevent.

Many assume Project Controls is simply "scheduling," someone in a back room updating a Gantt chart. That's a mistake. If the Vasa shipwrights had a true Project Controls function, they would have saved the ship. Project Controls is the discipline of predictive navigation. It integrates time, cost, and scope to answer one question: Will this float?

Here is how it prevents the Vasa Syndrome:

Scope Management. When the King demanded a second gun deck, a Project Controls specialist would not have just said "Yes." They would have run a Change Order analysis demonstrating that adding weight without widening the hull or extending the timeline violates the project's physics. You quantify the impact of "just one more feature" before it gets approved.

Risk Management. The Vasa sank because no one planned for the wind. In modern projects, we call this Sensitivity Analysis. Monte Carlo simulations model thousands of possible "breezes," labor shortages, material delays, and regulatory changes. You calculate the probability of capsizing and determine exactly how much ballast you need to survive the storm.

Cost Engineering. Sweden burned 5% of its GDP on a sunk cost. Earned Value Management doesn't just tell you what you spent; it tells you what you got for that money. You track the burn rate so you can see the cliff months before you run out of timber.

The Framework That Speaks to Power

The tragedy of the Vasa was not that the design was bad. It was that the data was ignored. The shipwrights knew the ship was unstable, but they lacked the framework to communicate that reality to the King.

Toll International LLC provides that framework. We are the interface between engineering reality and stakeholder vision. We provide the stability test for your capital project. When we manage a program, we ensure that the ambition of the design matches the physics of the budget and schedule.

History is expensive. A good schedule is cheap.

The Vasa still sits in a museum in Stockholm, preserved in her failure for four centuries. Your project doesn't have to.

Find us at www.tollintl.com

Behind the piece

A 400-year-old shipwreck used to name a failure pattern the audience recognizes from their own projects: a stakeholder demands scope the physics won't support, and nobody with the data is willing to say no.

The move that makes it work is the pivot at the midpoint, where the Vasa stops being a history lesson and becomes a description of the reader's last change order.

Inside the $1.8 Billion Bet to Keep Manhattan Above Water

In October 2012, Superstorm Sandy pushed 43 million gallons of brackish water into the Hugh L. Carey Tunnel in a matter of minutes. The Atlantic became a hydraulic battering ram. Electrical substations went under. The lower half of Manhattan went dark.

That figure, 43 million gallons, is no longer a historical statistic. It is now a design parameter. The New York City Panel on Climate Change projects local sea levels could rise between 15 and 75 inches by 2100. The width of that band is the part that matters to builders. It means engineers cannot solve for a single elevation target. They have to solve for a range, with margin, against a clock that runs in decades.

For a city built on an archipelago of soft fill and tidal estuaries, coastal inundation has stopped being a policy debate. It is a constraint sheet. To meet the constraint, New York is doing something no American city has attempted at this scale. It is rebuilding its coastline.

The Fortress Hidden in a Park

The most visible front of this campaign runs two and a half miles along Manhattan's eastern edge. The East Side Coastal Resiliency project, budgeted at $1.8 billion, is a masterclass in disguised fortification.

Engineers are raising the ground itself by up to ten feet, locking the new elevation in place with deep-driven steel sheet piles, and threading a subterranean spine of reinforced concrete floodwalls through the soil. Where the berm meets a roadway or a pedestrian crossing, the wall would otherwise have to break. So the project hides its mechanical organs inside the landscape.

Roller gates weighing thousands of pounds, some stretching 77 feet long, sit retracted out of sight in their housings. They deploy across the gap only when a storm approaches. It is a medieval siege defense system, motorized for the 21st century and buried under a public park.

The Reef That Builds Itself

Rigid walls have a known weakness. They do not destroy a wave's kinetic energy. They redirect it. The water that bounces off Manhattan's new floodwall has to go somewhere, and that somewhere is usually a neighboring stretch of coast with weaker defenses.

That weakness is why the Living Breakwaters project off the southern tip of Staten Island has abandoned the concrete wall entirely. Engineers are placing submerged ridges of rock and ecologically enhanced concrete on the ocean floor. These structures function as speed bumps for the Atlantic. They force waves to break further offshore, bleeding off destructive velocity before the water ever reaches the beach.

The breakwaters are also seeded with live oysters. As the oysters grow and calcify across the substrate, the structure gains mass, gains adhesion, gains resilience. It is a rare specimen of civil infrastructure that gets stronger over time without human intervention.

The Half That Lives Underground

Building fortresses on the shoreline accomplishes nothing if the city rots from underneath. The subterranean nervous system of New York, its subway tunnels, its electrical feeders, its sewer mains, was built for the climate of 1920.

The MTA is now installing submarine-grade watertight doors on ventilation grates, deploying Kevlar water-catchment curtains inside flood-prone stations, and elevating critical electrical equipment above projected surge lines. Above ground, utilities are carving the centralized grid into smaller, defensible territories. Localized microgrids are being installed across vulnerable neighborhoods, designed to island themselves the moment a surge severs the main feeders. The principle is the same one warship designers have used for a century: compartmentalization. Lose a section, save the ship.

This is the largest urban retrofit in modern American history. Marine biology, heavy steel fabrication, hydrology, geotechnical engineering, electrical distribution, civil construction, and public space design, all converging on the same shoreline at the same time, all answering to the same set of climate parameters.

Where the Project Actually Lives or Dies

A project of this complexity does not execute itself. The architectural renderings are settled. The capital is committed. The political coalitions, fragile as they are, have held long enough to break ground. The remaining variable is execution. And execution is where projects of this magnitude usually fail.

A 77-foot roller gate is useless if its concrete sill shifts by half an inch during the cure. A microgrid fails commissioning if a single lithium-ion shipment slips by a month. An ESCR floodwall segment becomes a legal liability if a subcontractor's daily report cannot survive scrutiny three years later in arbitration.

The visionary work has already been done. What remains is the unromantic, granular labor of holding hundreds of moving pieces in tolerance, on schedule, and on budget, across multiple contractors and decades of construction. This is the work that decides whether a city like New York floods or holds.

At Toll International LLC, this is where we sit. As a construction project management consultancy working for some of the largest institutions in the city and other major regional clients, we specialize in the cost estimation, scheduling, controls, and field-level oversight that translate blueprints into built infrastructure. We are the layer between the engineer's design and the contractor's steel. The layer where the project lives or dies.

The water is coming. The engineering exists. The execution is the only variable left.

Behind the piece

The most editorially mature piece in the series, and the most strategically targeted. Rather than reaching for another historical disaster, it covers active NYC capital programs, the coastal resiliency work Toll's actual buyers are staffing right now.

The register is deliberately restrained: no hype, sourced figures, and a close that positions the firm precisely where it sits in the delivery chain, between the engineer's design and the contractor's steel.

W.02 · Toll International · Web

Website Copy

On-site copy written for Toll International's website, covering service pages and company positioning. It is the same copy later reviewed in the audit below. Click any screenshot to zoom.

Behind the piece

Service-page copy for a firm that has to read as an engineering consultancy to two very different audiences at once: public agencies evaluating capability, and senior candidates evaluating stability.

I later audited this same copy against its own performance, which is the work shown next.

W.03 · Toll International · Strategy

Diagnostic Presentation (English)

Website content & UX audit prepared for Toll International. Recreated in English from the original Spanish-language deck; quoted website copy is the actual English text being critiqued.

Diagnostic: Toll International Website

Three areas were reviewed:

  • 01 · Message. Evaluation of the clarity, effectiveness, and persuasive power of the content. Assesses whether the narrative connects emotionally with the user and communicates the value proposition with impact.
  • 02 · User Experience. Analysis of navigability and information architecture. Evaluates the site's ability to guide the user intuitively, letting them find solutions without friction or effort.
  • 03 · Presentation. Assessment of aesthetic impact and visual coherence. Examines whether the design projects innovation, professionalism, and trust, aligning visually with the brand's identity.

01 · Message: Diagnosis

The site presents dense messaging that makes it hard to understand what the company actually offers. The content focuses on internal credentials rather than client benefits, and service descriptions are inconsistent from page to page. The language is abstract and lacks a simple, direct value proposition. The visual sections don't explain results or impact, which weakens positioning and makes the overall experience confusing.

Header

The header centers on the company itself and lacks a clear, results-oriented value proposition. By leaning on acronyms and abstract language, it forces visitors to decode the text just to understand what Toll actually does.

Dense, hard-to-read copy. By stacking too many ideas without a pause, the text becomes tiring and doesn't let the user skim it at a glance.

Generic and interchangeable. Many consulting firms use similar language. Nothing here communicates Toll International's unique strengths, experience, or differentiation. The phrase "We're On Target" doesn't reveal anything meaningful about its mission, capabilities, or identity.

Ambiguity. The phrase "reach a higher level" is vague. It needs to define what this means in specific, tangible terms for the client.

Suggested rewrite: "Project and program controls for complex public infrastructure. We help agencies and utilities deliver capital projects on time, on budget, and in compliance, backed by certified MBE/DBE/SBE status and bilingual expertise."

Syntax & Voice

Repetitive syntax. Every description starts with "We" (We have, We ensure, We help), which makes the reading experience tedious.

Excessive credential density. While the academic history and certifications add technical credibility, the text is too dense, forcing decision-makers to read through several paragraphs before finding the key benefits or differentiators.

Condense the bio. Recommend summarizing the bio into a high-level paragraph (3 to 4 lines) with a "Read full bio" expandable option for those who want the details.

Highlight the brand promise. The key phrase "1 day early and 1 dollar under budget" should be visually pulled out as a quote or pull-quote, rather than left buried inside a paragraph.

Passive voice. Phrases like "consistently being met" and "assist you with" dilute the impact of the services.

Additional Problems

Unusual, academic language. Phrases like "socio-cultural value" and "sector-overarching links" are complex and unnatural; they could be simplified into friendlier, more direct phrasing like: "We connect public and private partners to share knowledge."

Redundancy and weak syntax. The current sentence repeats "project" twice and uses heavy connectors ("whom we know will help us") that interrupt the reading flow.

Suggested rewrite: "We establish relationships with selected partners we know will help create added value for your project."

Typos, and archaic, heavy constructions. Could read instead: "Toll led and coordinated the overall redevelopment program at JFK Airport."

02 · User Experience

There's a critical mismatch between the services listed on the homepage and the "Services" page, which confuses the value offering. The "Our Projects" section loses relevance by being relegated to a lower carousel with dense descriptions and no focus on results. Beyond that, the navigation lacks intuitiveness, making it hard for clients to find key elements like proof of success and validation. On top of that, the absence of clear, visible calls to action from the start hurts conversion, forcing visitors to work to understand the value proposition.

SEO

Toll International uses a fundamentally sound SEO baseline. The site handles technical elements well, like HTTPS security and tagging, and ranks for its own brand. However, it lacks a solid content strategy. In essence, it's visible to people who search for it specifically, but it relies on passive relevance rather than actively competing for new traffic in the sector.

To adopt an aggressive strategy, Toll needs to activate a content engine that consistently produces optimized articles and news. That output, combined with programmatic landing pages, signals active relevance. The key benefit is market dominance: by casting a wider net across searches, the company secures qualified leads and cements itself as the definitive authority.

Action Recommendations

03 · Presentation. Overall, the site's visual identity is well executed and conveys professionalism, experience, and boldness. However, long blocks of text without visual support or rich formatting (bold, italics, etc.), combined with a lack of multimedia content on interior pages, take away from what could be a much more emotionally resonant experience.

Text blocks with no visual support compound the problem across interior pages.

Typography shortfalls. The use of small fonts compromises readability, while abrupt size changes (body text) break visual harmony. The lack of supporting graphic elements prevents fluid reading and emotional connection with the user.

Low image resolution. Non-optimized images were found with a pixelated appearance. This lack of definition projects low quality and undermines the site's professional credibility.

W.04 · Toll International · Strategy

Diagnostic Presentation (Original, Spanish)

The original 13-slide deck as designed and presented to Toll International. Scroll the strip, click any slide to zoom.

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Behind the work

I scoped, researched, designed, and presented this audit myself, then delivered it to leadership in Spanish and English. It covers message clarity, information architecture, SEO posture, and visual presentation, with specific rewrites attached to each finding rather than general criticism.

It is the clearest evidence of the strategist layer: the ability to diagnose why content is underperforming and hand stakeholders a prioritized plan they can act on.

Long-Form Video Scripts

Documentary scripts written for Palíndromo, a studio operating several US YouTube channels. Deeply researched history, written for an audience that leaves the moment attention drops.

W.05 · Palíndromo · YouTube Documentary Scripts

Narrative Long-Form

Full-length documentary scripts I researched and wrote, produced for US YouTube channels. Where the newsletter work proves I can write to a business objective, these prove I can hold a mass audience for the length of a story.

Performance

These scripts were written for channels where retention is the entire business model. Several of my scripts passed 3 million views, with the best-performing reaching 6.5 million.

6.5MViews, top script 3M+Views, multiple scripts 100%Researched & fact-checked by me

Every claim, date, quotation, and technical detail is independently researched and verified. The retention craft and the historical accuracy are not in tension here; the accuracy is what makes the payoffs land.

UB-85 and The Sea Monster

A broken U-boat captain, a fishing-boat surrender, and the sea-monster story that outlived the war.

Kapitänleutnant Günther Krech's face was that of a man who had seen something unnatural. When British sailors pulled him aboard HM Drifter Coreopsis II, they expected the cold, Prussian defiance they always got from U-boat skippers.

Instead, this man was broken. Krech's eyes were sunken and red from no sleep, his hands shaking as they helped him over the side.

The Royal Navy officer grilling him demanded to know what happened. A U-boat giving up to a fishing boat? Without even firing a shot? Krech looked right back at his interrogator and gave him the line that would become a naval legend: his deck gun was destroyed. Torn apart during the night. By the sea creature that had attacked them.

Night Patrol and a Terrible Jolt

On April 29, 1918, Kapitänleutnant Günther Krech steered UB‑85 through the treacherous currents of the North Channel on its second war patrol. It was a Type UB III German submarine armed with torpedoes and a deck gun, and it prowled the shipping lanes for Allied vessels.

Thus far, UB‑85 had found no victories; British convoys proved elusive prey. As night fell, Krech gave orders to surface. Like all diesel-electric submarines of the era, UB‑85 needed to periodically recharge its batteries by running its diesel engines in the open air.

The U-boat broke the surface somewhere near the mouth of Belfast Lough. The sea was calm and moonlit, and the crew took the opportunity for a breather on deck. They were desperate to escape the foul air below, a heavy mix of carbon dioxide and diesel fumes that made the lungs ache after long hours of silence evading hydrophones.

Under a moonless sky, a couple of officers had stepped out onto the conning tower to smoke and chat quietly.

Suddenly, UB-85 was slammed sideways, as if hit by a dud torpedo, but there was no explosion. Sailors stumbled about; one bounced off the railing. Krech was scrambling, trying to figure out what had happened. There was no impact or wake in the water, just this heavy thing dragging the sub hard to starboard.

Below deck, alarms blared as water rushed in through a deck hatch that was open, and the boat tilted sharply. Up on the bridge, in the dark, the men saw a big shape hauling itself onto the bow. Out of the black ocean, a "strange beast" was climbing onto UB‑85, according to the stunned captain's account.

Krech would describe an otherworldly sight. The intruder had a massive form that breached the surface and clung to the U-boat's forward section. In a moment of sheer horror, he realized a living creature, not an enemy ship, was causing the submarine's wild tilt. Every man on watch began firing their Lugers and Mausers at the apparition as panic set in. Gunshots flashed in the night.

The creature, however, did not release its grip. The captain later recounted that the beast had large eyes, set in a horny sort of skull, a small head, but with teeth that could be seen glistening in the moonlight.

Those teeth now clamped onto the U-boat's forward deck gun housing with a terrible strength. Metal groaned under monstrous pressure. Krech shouted for more light, and a lantern was shone toward the bow, illuminating slick, scaly flesh. The sailors' bullets seemed to enrage it further.

The U-boat started tipping at a drastic angle. The huge weight on the front threatened to drag all the sailors under. Water gushed through that open hatch. It confirmed Krech's worst fear: if they didn't get this thing off immediately, UB-85 was going down.

With people yelling and guns cracking, the captain threw the engines into full reverse. With a bit of luck he might dislodge the creature. The diesels roared, but the beast wouldn't budge.

A few crewmen armed themselves with handguns and whatever they could. They blasted shot after shot right into the massive shadow on their deck. Finally, the monster let go.

With a splash and what some later swore was an unearthly scream, the creature slipped back into the black depths. The attack was over. UB-85 was still in one piece, but it hadn't gotten away clean.

Damage in the Deep

After the nightmarish encounter, UB‑85's crew hurried to assess the damage. The forward deck gun mount, where the beast had latched on, was mangled and bent. Chunks of metal plating were gouged out, appearing as if bitten by enormous jaws, at least, that was the later claim from the Germans who saw it by lantern light.

Inside the U-boat, the situation was nearly as dire. Seawater had gushed through the conning tower hatch, left ajar during the melee, flooding the control room before panicked sailors managed to dog it shut.

Saltwater crept into the battery compartment, sparking wild electric arcs. The submarine was now a chemical and pressure time bomb, as Krech knew saltwater mixing with the batteries would unleash deadly chlorine gas. The crew worked desperately to pump out the water and seal leaks, but the forward hull's extensive damage made a quick fix impossible.

By dawn on the 30th, the U-boat was stuck on the surface. Diving was impossible. When the sun came up, they realized they were sitting ducks. Krech had a terrible choice to make: take a dangerous trip back to Germany on the surface and risk being spotted, or stay put, hoping no one would find them while they fixed things.

But the choice was quickly taken away. The lookouts spotted a ship's outline on the horizon, and soon they could clearly see the Royal Navy's White Ensign flag. A British patrol boat was closing in fast. There was no place to run, and the sub was incapacitated from the attack. That sea monster had basically taken out their fighting chance.

The big 8.8-centimeter deck gun was totally useless, jammed up, and twisted beyond fixing. Even worse, with sections flooded, UB-85 couldn't even dive to get away.

As the British boat got closer, the full embarrassment hit them. It was Drifter Coreopsis II, not some mighty destroyer or battleship, but a "drifter," a fishing boat someone had slapped a single gun on. For an elite U-boat crew, having to surrender to a repurposed drifter manned by reservists was a total insult to their professionalism.

Shells started splashing all around UB-85's hull. The German captain, knowing it was pointless to fight, gave the painful order to abandon ship. One by one, UB-85's 3 officers and 31 crewmen piled into life rafts or straight into the freezing ocean, holding up whatever white cloth they could find.

The British gunners, seeing the U-boat crew surrendering, ceased fire. Royal Navy sailors cautiously approached in small boats, expecting a trap. But when they boarded UB‑85, they found it suspiciously silent and already beginning to settle lower in the water.

The Germans had opened valves to scuttle the sub, likely on Krech's orders, to prevent its capture. After quickly grabbing the Signalbuch, the critical code books, and logs, the boarding party evacuated. Moments later, UB‑85 slid under the waves for good, along with all the evidence of the night's attack.

The entire crew of UB‑85 was safely taken aboard Coreopsis II, not a single life lost on either side. The British sailors eyed the bedraggled Germans curiously. Why had this U-boat given up without a fight?

British sailors remembered seeing damage on the front of the sub just before it went down, but the big question was: did that come from British shells, or was it something else entirely?

The Captain's Tale

British officers recorded the basic facts of the capture: 30 April 1918, North Channel, enemy submarine forced to surface and abandoned under our fire. At first blush, it seemed like a straightforward victory. But the word going around among UB-85's crew suggested an incredible backstory. When the prisoners were taken below decks, some of the British crew caught the Germans muttering about ein Ungeheuer, a monster, and a nighttime attack.

Captain Günther Krech, looking exhausted from the night and still reeling from being captured, stood captive. When the RNR officer harshly demanded to know why UB-85 had acted so bizarrely, Krech had an answer ready, one that completely stunned his interrogators.

According to the legend, he swore a "strange beast" had attacked his submarine, crippling it and forcing him to remain surfaced. As one account puts it, he swore that his submarine was incapable of diving due to damage sustained during an attack from a beast from the deeps. Skeptical British officers traded glances, but Krech stuck to his story without flinching.

Over several hours of interrogation, often repeated for higher-ranking officers, Krech painted a vivid picture of the monster of the North Channel. He emphasized that in the struggle, the forward deck plating was smashed, and UB‑85 became unable to submerge. He allegedly went on to claim that the only reason they were captured by a glorified fishing boat was that the creature had damaged the sub. Essentially, he was crediting a sea monster for handing the British their victory.

According to later retellings, British intelligence officers did document the crew's story within hours of rescuing them. But the story was deemed a convenient fabrication, perhaps a way to save face after an embarrassing defeat. Indeed, one British official supposedly quipped that a sea monster attacked my submarine might be one of the most fanciful excuses of all time.

British sailors privately joked that the Germans must have been drunk on duty or had misidentified a whale or giant squid in the dark. Yet some of Coreopsis II's more superstitious crew couldn't help but shudder at the thought: what if the Germans were telling the truth? Sailors have long shared yarns of krakens and leviathans; could a U-boat have met one of those prediluvian beasts?

The story of UB-85's capture and Krech's wild account quickly spread. It became a sensation. Officers in the Admiralty got a good laugh out of the sea serpent story, though they made sure the official records included the official explanation.

According to the official British account logged by Coreopsis II, UB‑85 had been caught on the surface at dawn and sank due to flooding from an open hatch while crash-diving under fire. In other words, a case of simple human error sank the U-boat. Krech eventually admitted an electric heater had been installed in the officers' mess for comfort, likely to dry wet clothes in the damp cold. The cable for this unauthorized appliance was run through a watertight door, physically preventing it from sealing.

The British seemed content with the explanation. But the wild story about UB-85 wasn't going to stay under wraps. Despite the Royal Navy's official word, the fantastical tale started to spread once the war was winding down, really grabbing people's attention.

The British Side of the Story

For the British, the UB-85 incident was a strange success. Coreopsis II and other patrol boats in the North Channel had been hunting U-boats for weeks, tipped off by radio intercepts that put enemy subs right in that area.

Germans and even the British often mocked ships like Coreopsis II as fishing boats with a gun. Many were modified trawlers and drifters commissioned early in the war as a desperate bid to protect British merchant convoys. Admiralty shipyards were at maximum production, and there was still a dire need for patrol boats to fend off German U-boats. The idea was that small civil shipyards could quickly build these vessels just as they built fishing boats, using simple machinery and without complex training.

Fishing trawlers, already equipped for towing heavy gear and with established crews, were easily adapted into minesweepers. As a bonus, these drifters could be sold to commercial fishing interests when the war ended. Although smaller and slower, drifters were similarly sturdy, built to handle rough weather for their original purpose of setting and retrieving drift nets. Once converted for naval service, these vessels were typically armed with an anti-submarine gun and depth charges.

Coreopsis II was one of these drifters hastily converted into a patrol warboat. But there was also the issue of how to crew them. The Royal Navy in World War 1 was expanding at a frantic pace, and it could not assign seasoned sailors to every small patrol vessel. The men who crewed them were often former fishermen or merchant seamen.

Thus, Coreopsis II and her sisters were slow, wet, and uncomfortable, but they were cheap, quick to build, and tough enough to escort convoys and hunt submarines. For German submarine sailors, they were fishing boats manned by fishermen with a gun strapped to the hull, and it would be an untold humiliation to be captured by one of them.

When Coreopsis II found UB-85 and took it out of the game, it was a big deal for the British crew. Not only had they captured the crew of a German U-boat, they had done so with no casualties. It was good, perhaps too good. Why would a German captain surrender to such a vessel without even attempting to fight?

Naval intelligence in London treated the monster claim as a curiosity. There were practical concerns: if German prisoners were spreading such a tale, it could be a trick or a diversion. Maybe Krech was hiding something more embarrassing, or trying to keep the British from figuring out the sub's real goal. When he sank the submarine, Krech didn't just stop the British from grabbing German tech; he accidentally, or maybe on purpose, got rid of the proof of his crew's mistake. With UB-85 sitting on the bottom, no British engineer could check the hatch and find that heater cable. The evidence was gone, making it easy for the sea monster story to take hold.

Some officers took the story as a sign of German desperation or creativity in excusing failure. Still, World War 1 had already produced a few puzzling "creature encounters." Another German U-boat, U‑28, had reportedly seen a gigantic reptilian creature thrown into the air by an exploding ship in 1915. British seafarers, too, told of sea serpents trailing their vessels or enormous squids tangling in ships' propellers.

Folklore, Fables, and "Nessie's Cousin"

For the time being, the sea monster story was buried, kept out of the press. After the war, a few British veterans and writers began to allude to the tale. By the 1970s, the UB‑85 sea monster story was a staple in books about sea mysteries. James B. Sweeney, for example, put the tale in his 1977 book Sea Monsters: A Collection of Eyewitness Accounts, which really helped keep the details alive.

But it was the internet that blew new life into the legend. Starting around the 2000s, websites and online communities focused on the paranormal and cryptozoology started telling the UB‑85 story again, often in dramatic ways. Enthusiasts dubbed the supposed creature the "UB-85 Monster," speculating it might have been a survivor of prehistoric times or even a creature related to the famed Loch Ness Monster.

Gary Campbell, keeper of the Official Loch Ness Monster Sightings Register, cheerfully mused that Nessie's saltwater cousin clearly got involved in helping with the war effort, she even managed to do the damage without anyone being killed. Campbell pointed out that the North Channel, the passage between northeast Ireland and southwest Scotland, had a history of sea monster sightings, implying that what Krech described could well be true.

This endorsement by a Loch Ness researcher gave the legend a real boost. The idea of a kraken or some huge, unknown sea monster living out in the Irish Sea just had an appealing, romantic vibe. For ages, people thought giant squids were just a myth until we actually found them, so who's to say there isn't something bigger and totally unfamiliar lurking in the deep? As Campbell put it, given the size of the oceans, it wouldn't be a surprise if many large species were still to be discovered.

On the flip side, serious historians and marine scientists cast doubt on the tale's veracity. They saw the UB‑85 monster story as classic seafarers' folklore, growing wilder with each retelling. Dr. Innes McCartney, a marine archaeologist who extensively studied World War 1 U-boat wrecks, is particularly vocal in debunking the legend. He believes the story dates back not to the war but to a club armchair and too much gin, essentially accusing early 20th-century storytellers of concocting the yarn after the fact.

There are no official German reports about the monster, and the captain didn't even mention one when the British questioned him, at least not in any official records. But reliable reference works such as standard naval histories and U-boat loss lists from the time do note that, under interrogation, Krech is said to have reported an attack by a large sea creature. This means at some point, even if not on the records, Krech or someone else among the crew mentioned a sea creature. And the myth grew from there.

Naval experts say the real reason UB-85 went down is the one on the official records: the U-boat flooded because a hatch was left open during a panic dive while they were being shot at. It was a totally avoidable incident. Some people think Krech might have made up the monster story to save face with his captors or the other German sailors. Blaming a scary beast might have felt better than admitting your crew messed up by leaving a hatch open and fiddling with a heater cable.

The Wreckage

For decades, the exact resting place of UB‑85 remained hidden, fueling the legend even further. Then, in October 2016, engineers laying the Western Link undersea cable stumbled upon a U-boat wreck off the coast of Stranraer, Scotland, in the North Channel, where UB‑85 was lost. Sonar scans and remotely operated vehicle cameras revealed a largely intact submarine 104 meters down on the seabed.

Marine archaeologist Innes McCartney was consulted and identified the wreck as likely UB‑85 or its sister ship UB‑82, which sank nearby. The two subs were of identical design, so distinguishing them would require close inspection of the hull numbers, an impossible task at the moment due to the depth and conditions.

Still, the discovery reignited interest in UB‑85's story. Media outlets asked: had the lair of the legendary sea monster been found? McCartney used the opportunity to definitively address the myth. After reviewing the wreck, he reported no visible signs of monstrous damage; the submarine looked like any other war loss, with no giant tooth marks on the metal. He emphasized that UB‑85's fate was almost certainly common mechanical failure rather than anything less easily explained.

He went further, stating that the supposed monster attack is part of a broader pattern of outlandish sea tales appended to World War 1 U-boats long after the fact. He cited other legends, such as UB‑65 being haunted by a ghost and U‑28's sea serpent encounter, as evidence that the First U-boat War attracted a disproportionate number of haunting stories. In McCartney's assessment, the UB‑85 monster legend has no basis in the wartime record, a conclusion supported by the absence of any mention in official interrogations or reports. It's an old myth that blew up in the early internet age.

Not everyone was disenchanted by this debunking. Cryptozoologists and monster enthusiasts held out hope that perhaps the truth was suppressed or lost. They point to the intriguing consistency in the different reference works, such as the detailed description of the creature's appearance, which has remained relatively uniform across retellings. Could multiple crewmen have concocted such a story on the spot and stuck to it? If they did, they showed remarkable commitment.

Kapitänleutnant Günther Krech died in March 1919 in British captivity, a victim of the Spanish Flu epidemic at age 33, and legend holds that he never recanted his monster story before his untimely death. Such lore fuels the imagination: perhaps something did startle the U-boat crew that night, maybe a giant squid, or an enormous seal or whale that looked otherworldly in the dark.

Legacy of a Legend

More than a century later, the saga of UB‑85 and the sea monster continues to captivate storytellers and audiences. It's a story with all the makings of a great movie: a lost submarine, a dark creature, and the confusion of wartime, making it hard to separate truth from fiction. Since the wreck was found, this tale has popped up everywhere, in documentaries, podcasts, and articles, usually told with a lot of drama.

The bottom line is there's zero actual proof that a monster damaged the sub. You won't find a gigantic sea creature mentioned in any Royal Navy file or German U-boat log. All we really have are these consistent stories attributed to Krech and his crew, which have become part of the whole legend over the years.

Today, when you look into the cold water off Scotland where UB-85 finally rests, it makes you wonder what actually happened that moonless night in 1918. Perhaps the terrified crew shot at a surfaced whale, a giant squid, or just a trick of the light. Or perhaps Captain Krech fabricated the whole thing to cover up a minor mistake, accidentally turning a small problem into a monster that just wouldn't die. Or, maybe, as people with wilder imaginations like to think, there really was some undiscovered huge creature out there, a leviathan that just happened to bump into a U-boat and ended up making history in the creepiest way possible.

Behind the script

A retention problem disguised as a history lesson. The script opens on a broken man being pulled from the water, withholds the reason for six paragraphs, and then spends the rest of its length taking the legend apart without ever letting the mystery deflate.

The research load is heavy and deliberate: interrogation records, the 2016 wreck discovery off Stranraer, and marine archaeologist Innes McCartney's debunking are all handled accurately, so the story can be thrilling and still true.

The Secret Silk Maps of WW2

How an eccentric showman, a jam thickener, and a Monopoly board smuggled thousands of Allied airmen out of Nazi prison camps.

The box arrived at Stalag Luft III with the others. German guards checked every inch of cardboard, rifled through the contents, and cleared it. Standard procedure. Just another charity parcel.

It finally reached its recipient: Lieutenant David Bowling, a downed American pilot turned POW. He grabbed it with steady hands and a pounding heart. He was one of the few who knew its true nature. Inside was everything he needed to do the impossible: go home.

What the Germans had just waved through their gates was, as one intelligence officer would later call it, a better-kept secret than the Manhattan Project.

The Paper Problem

The sky was dotted by lines of tracer fire as the Spitfire banked hard over occupied France, 1940. RAF Flight Lieutenant Alec Pritchard had already lost two wingmen in the dogfight that left his engine screaming and sputtering black oil. With German patrols swarming the countryside below and flak tearing holes in the fuselage, he had no choice.

He yanked the canopy, threw himself into the slipstream, and opened his chute just in time to see his aircraft cartwheel into a flaming grove of trees. He hit ground roughly on the edge of a beet field, wind howling, rain cascading down in sheets. Somewhere in the distance, shouting. Dogs.

Pritchard clawed his way into a hedgerow, soaked to the bone and shaking, and reached for the only lifeline he had: his map. The standard-issue paper square had already begun to soften in his wet hands. Rain had seeped through his flight suit, and now the ink was bleeding, red and blue rivers mingling into a muddy blur.

By the time he unrolled it under the pocket torch, the map was already breaking down in spots, curling up at the edges like damp leaves. He muttered a curse. Close by, German boots were slapping through the mud.

Pritchard wasn't alone. All across the continent, the same scene played out again and again. In a separate camp, an American airman named Hal Murphy was crouched under a tarp in the back of a farmer's transport truck, hiding beneath sacks of potatoes. When the truck slowed for a checkpoint, Murphy tried to consult his map for a fast route off the road. The dry sheet crackled like autumn leaves in the silence. The driver jerked his head around, startled. Murphy froze. The patrol passed, but he knew he wouldn't get another chance like that.

By 1940, RAF Bomber Command was losing aircraft and crew at a chilling rate. Planes were going down almost every night over Nazi-occupied France, Belgium, and the Low Countries. Thousands of airmen were surviving the crash only to face the second hurdle: escape or capture. And if they couldn't find their way out on their own, if they took the wrong turn, stumbled into a patrol, or confused a village for a border crossing, it might mean prison, interrogation, or a bullet in the back of the head.

A good map was the answer. But what they were issued might as well have been a death sentence. Rain made them pulp. The ink was the consistency of watercolor. Even when dry, they were too loud. A single crease in an otherwise quiet barn could mean catastrophe. And as for carrying them? Practically impossible. No soldier could stuff a stiff paper map into a boot or sew it into the hem of a jacket without it ripping or showing through.

The War Office knew the writing was on the wall. In 1939, as the Nazis swept across Europe, British High Command sanctioned the formation of a shadowy unit with one overriding goal: to assist captured Allied personnel in escaping. They dubbed it MI9. They were tinkerers, strategists, and pranksters. And their very first priority? Fixing the map problem, and doing it as soon as possible.

So MI9 began a very special recruitment. They needed a mind bent sideways. And they found one, in a man who had once tried to out-Houdini Houdini.

The Escape Artist

Christopher Clayton Hutton didn't look like a soldier. To the brass at MI9, that was precisely the point. By the time Britain found itself neck-deep in a global war, Hutton, "Clutty," had already lived three or four lives. He'd been a journalist, a film publicist, a stunt coordinator, even a circus press agent. He once promoted an air show by jumping off the roof of Selfridges in a homemade glider. It didn't fly. He survived, laughed it off, and went back to work. The man was either unhinged or brilliant. MI9 was betting on both.

During his recruitment interview, he told the panel that, years before, he had designed a custom packing crate, an escape-proof contraption of his own devising, and challenged the great Houdini to break out of it. Houdini declined. That bit of gall, recounted with a smirk, made one major sit up straight: You may be the very man we want. We're looking for a showman with an interest in escapology.

Within a week, Hutton was commissioned as a lieutenant. He reported to a battered building on London's Interservice Research Bureau campus, a place so patched with sandbags and wire mesh it looked more like a stage set than a government lab. There, Hutton was given his own little kingdom: a windowless back room jammed with tools, sketches, bolts of cloth, spools of thread, scraps of wood, and wire.

Hutton's imagination exploded in that workshop. One of his first inventions was the now-famous "flying boot." It looked like a regular RAF-issue pilot's boot, but the heel unscrewed to reveal a hollow space stuffed with essentials: a miniature knife, a magnetized compass, folded maps, a wire saw, and cash. The boot itself could be refitted, via hidden zippers and snaps, into a pair of civilian-looking shoes, perfect for blending in once a downed pilot ditched his flight gear.

Then came the buttons: tiny compasses disguised as the uniform's own fasteners. Hutton had them cast in segments so the top half of the button spun freely, aligning with magnetic north. He trained soldiers to remove them quickly and use them like a sundial. He even tried weaving tiny maps into the stitching of shoelaces. No idea was too absurd.

His commanding officer issued one of the most honest performance reviews in British military history: This officer is eccentric. He cannot be expected to comply with ordinary service discipline, but he is far too valuable for his services to be lost.

And valuable he was. The gadgets kept coming. But so did the German countermeasures. The Abwehr learned to check for hollow heels. Guards began snapping buttons off uniforms, inspecting handkerchiefs under light, even cutting open seams. Hutton needed something the Germans would never think to suspect. A material so ordinary it would pass under any nose, but so extraordinary it could carry maps, codes, or tools without revealing itself. The only problem? No one had ever figured out how to print on it. Yet.

Printing the Impossible

No matter how clever the gadget, no matter how fast a man ran, if he couldn't navigate out of hostile territory, he was done. And until now, every paper map issued to Allied airmen had been a death sentence in disguise: loud, fragile, and hopeless in the wet.

Silk, on the other hand, was the dream. Strong enough to endure weeks folded in a boot sole. Thin enough to ball up to the size of a coin and hide in a collar seam. It didn't tear, didn't rustle, didn't disintegrate when soaked. And best of all, it was silent. You could unfold it in the stillest barn or the echoing stone barracks of a POW camp, and no one would hear a thing.

But there was a catch. Ink just hated silk. For centuries, mapmakers had dreamed of printing onto the smooth, luxurious surface, and for centuries they'd failed. Traditional inks smeared or rolled right off. Even when they stayed, the moment water touched them, sweat, rain, seawater, the ink bled all over the place. Silk maps remained a fantasy. Until Hutton found the man who cracked it.

Wallace Ellison was a printer, but more than that, he was a veteran of the last world war. He had been shot down over France in 1917 and had survived as a POW. He cared about pilots' plights on a personal level. When MI9 came to him about the silk printing problem, he didn't bat an eye.

Ellison and his team set to work on the ink mixtures right away. They tried oil-based dyes, heating them on, chemical fixatives, all of which failed. But Ellison refused to give up. The answer finally came from a source right in front of them: pectin. This was a natural plant acid used in every English pantry to thicken jams and jellies. It was the one thing that could solve the problem no other substance could. When mixed with ink, it created a microscopic link between the ink and the fibrous weave of the silk. The result was lines and letters that actually burned into the silk.

In the underground lab at MI9, Hutton soaked a sample map in seawater, wrung it out like laundry, stomped it into a mud puddle, and then wiped it clean with a rag. But every rail line and contour was still intact, every label sharp and clear. It was a revolution.

By mid-1940, MI9 was in full-scale production of silk escape maps. Each one was printed in color with incredible detail: topographic features, road networks, railway lines, forest density, border areas, and even safe houses or partisan areas. Routes to neutral areas were marked discreetly, sometimes with cryptic symbols that only briefed pilots could decipher.

But that wasn't enough. War was scaling fast, and maps were needed in the thousands. Hutton needed a partner who could produce at volume without sacrificing quality, and without asking too many questions. This is where John Waddington came in.

Nominally a printing company, Waddington's was best known for producing playing cards, game boards, and luxury silk programs for West End theaters. But behind those polished products was serious technical muscle. Their presses had already mastered the high-resolution printing needed for silk, making them one of the few firms in Britain equipped for the job. Hutton approached them under strict orders: say nothing, ask less. The company agreed. Soon, silk maps rolled off Waddington's machines in droves.

New pilots had no idea how blessed they were when they received their silk maps in case the worst might happen. Their chances of survival had been drastically improved without them realizing it. But what about all the others, the less lucky ones, the ones sitting inside POW camps? Hutton needed to get his maps inside Nazi prison camps, under the noses of guards, past censors trained to find the faintest whiff of contraband. And for that, he would need to play a very different kind of game.

Fake Charity

How do you smuggle a saw, a silk map, and a compass into the heart of a Nazi prison camp? That was the riddle Hutton faced. The gadgets were ready. The maps, printed and folded like tiny handkerchiefs, waited in boxes. But getting them into the hands of POWs, without tipping off the Germans, was a logistical nightmare. The obvious routes were closed.

Red Cross parcels were sacred. The Geneva Convention protected them, and every camp depended on their food and medical supplies. But if even one Red Cross package was found to contain contraband, the Germans would ban them outright. That would be catastrophic. So those were off-limits. Family mail was the other logical pathway. But it was too risky. Letters and care parcels from home were few and far between, and they were searched meticulously. MI9 couldn't gamble on them.

Hutton found his answer in international law. A loophole. Under Geneva rules, prison camps were required to allow the delivery of recreational material to detainees, such as games, books, puzzles, and sports equipment. The Nazi command actually encouraged it. Entertained prisoners, they figured, were easier to manage. A man playing chess wasn't digging a tunnel. The irony was delicious. The Germans' own concession would be used to trick them.

So MI9 began constructing fake charities out of thin air. Paper entities with names so bland they invited no curiosity: the Licensed Victuallers Prisoners' Relief Fund, the Prisoners' Leisure Hours Fund. Each was given a legitimate-looking London address, often a building partially bombed by the Blitz, so if anyone tried to visit, they'd find rubble and a polite sign saying operations had moved.

Inside each package, nestled among chess sets or dominoes, were subtly placed instructions and even spiritual guidance. One quote appeared frequently on MI9's fake charity correspondence, Matthew 7:7: Ask, and it shall be given you; seek, and ye shall find; knock, and it shall be opened unto you. The message to the prisoners was clear: look closely. There's more here than meets the eye.

But before MI9 risked sending tools, they tested the waters. In the spring of 1941, they shipped out the first wave of dummy packages, harmless games, no hidden gear. Each box included a discreet return postcard asking the recipient to confirm delivery. And then they waited. Weeks passed. Then months. Hutton began to sweat. Had the Germans caught on? Were the dummy charities compromised?

Three months later, the postcards began trickling back. The games had arrived, untouched. The channel was open. In the fall of 1941, MI9 sent out its first thirteen "live" parcels, each one stuffed with genuine escape kits. Saws, maps, and compasses, all hidden in plain sight. Skeptics within MI9 scoffed. One major muttered, They'll never get through in 100 years. He was wrong. Every single box made it. Hutton was jubilant. We had our entrée into the camps, he said.

Now the door was open. What he needed was the perfect Trojan horse: something big enough to hide everything a man might need to escape, yet innocent enough no guard would ever dream of tearing it apart.

The Monopoly Scheme

Somewhere between designing exploding shoelaces and hollow-heeled boots, Hutton stared at a box of Monopoly and saw his solution. The idea clicked all at once. The box was big enough to hide a full escape kit. The thick game board itself had layers that could be hollowed out without altering its appearance. The cash tray could mask real banknotes beneath play money. Even the tokens, little pewter dogs and hats, could conceal something useful, like a magnetized compass. It was, as Monopoly expert Philip Orbanes would later put it, a kit in a box.

And fate dealt Hutton the perfect card: Waddington's, the very company already printing MI9's silk maps, just so happened to be the UK licensee for Monopoly.

In March 1941, Hutton arranged a discreet lunch with Waddington's chairman, Victor Watson. The proposal he laid out over that quiet meal must've sounded insane for a businessman looking for his bottom line. He wanted Watson's factory to turn Monopoly into an escape delivery system, one that could pass through Nazi mailrooms without raising a single eyebrow. Watson cared about profits, yes, but also about his nation; he didn't blink and agreed on the spot.

Back in Leeds, Waddington's selected a tiny team of their most trusted employees. They were locked into a secure workshop under strict wartime secrecy, sworn to silence under threat of treason. Even other factory workers were kept in the dark. They began with the standard Monopoly game kits. They created their own cookie-cutter tools to punch shallow holes into the thick cardboard, just deep enough to conceal the details without damaging the surface.

Each hiding place was carefully selected for each gadget design. The board had to be able to bend, curve, and weigh just like the real thing did. One strange bulge, and a curious guard might rip it apart and blow the entire operation. Each board contained a carefully folded silk map, always designed to reflect the area of the prison camp it was to be smuggled into. A Gigli wire saw, coiled like dental floss, was packed together with a mini file just thin enough to squeeze into the hiding place.

A jeweler's compass, no thicker than a coin, was commonly concealed among the game pieces. And in the cash tray, buried beneath the pastel Monopoly money, Reichsmarks, French francs, or Italian lira were stashed away, for trains, bribes, or bread when an escaper finally reached the outside world.

Once everything was in place, the printed face of the board was glued back over the modified core, flawlessly sealed. Quality control was ruthless. The finished game had to be indistinguishable from the factory-line product. To help POWs identify the right sets, a secret marking system was developed. A small red dot on the "Free Parking" space meant the set contained a map of northern France and Germany. A dot after "Mayfair" signaled Italy. A mark after "Marylebone Station" pointed to Scandinavia. Each one was designed to look like a printing mistake.

By summer, the first escape kits disguised as Monopoly games were boxed, labeled, and packed into crates bound for camps across Europe. British airmen, before takeoff, were given quiet instructions: if captured, keep your eyes open. Charities might send you a game. Look for Monopoly. Look for the red dot.

Playing Their Way Out

The time came at Stalag Luft III in late 1943. A battered Monopoly box was delivered from the "Licensed Victuallers Prisoners' Relief Fund" to a block of American prisoners. Everything was as it should be inside. But when an escape committee member examined the board in low light, he spotted it: the red dot on Free Parking. Northern France and Germany.

They waited until lights-out. A kettle clattered on the stove. Two men worked quickly in the darkness. The top surface of the game board came away with a scalpel-sharp edge. What lay beneath was booty. They took the folded silk map, pocked with back roads, train routes, and river crossings. A miniature compass, no thicker than a button. A wire cutter, a Gigli saw, as thin as string. A roll of banknotes hidden among the Monopoly money. In minutes, the game was over, reduced to ashes in the barracks stove, every bit of board consumed by flames.

The escape kit was handed to Lieutenant David Bowling. An American flyer, Bowling had volunteered for a solo escape. His escape committee had provided him with fake documents, civilian clothes, and the Monopoly box contents. He committed the map to memory. Studied the terrain. Then he waited for a moonless night.

He crawled from his bunk, moved through the darkness, and reached the perimeter fence. With the wire cutter, he cut a hole big enough to squeeze through. Beyond it, nothing but blackness and snow and peril in every direction. For days, he moved at night, sleeping in the woods, under hedgerows. He used his compass and checked his bearings by starlight. He avoided patrols, climbed fences. One night, confronted with a closed checkpoint, he pulled out the Gigli saw and worked slowly, silently, through a gatepost for hours.

Finally, exhausted and starving, Bowling made it into Switzerland. He walked into an Allied consulate and turned in what he'd risked everything to get: intelligence on German activity inside POW camps.

This was no isolated event. All over Europe, prisoners were making carefully planned escapes, crawling under wire and into the darkness. Their tools were cleverly concealed: soft silk maps that were water- and mud-resistant, saws and files strong enough to cut through iron bars and barbed wire, all hidden inside Monopoly game boxes. Even the money for the escapees came from currency stolen from the game. Not a single guard ever suspected the game boards.

The Germans were left utterly baffled by the perfect timing and coordination of these breakouts. Convinced there was a mole, they interrogated, searched, and punished. Yet they never thought to look inside the innocuous game box. For years, the ruse worked perfectly. But its greatest success wasn't during the war. It was after.

The Secret That Outlasted the War

When the war finally ended in 1945, the largest escape plot of the war went unreported. No medals were awarded to the men who folded maps into cardboard. A final, quiet operation was put into play by MI9 and its American counterpart, MIS-X: destroy everything. Lists of charity operatives, factory workers, and field agents disappeared overnight. Even internal memos were scratched out.

The motive was protection. If news of the operation ever got out while former POWs were still scattered throughout Europe, the consequences would be fatal. The Gestapo did not forget. All were sworn to secrecy. The employees of Waddington's who had helped with the Monopoly boards were never to speak of it, and they didn't, not for forty years.

The prisoners had done their part, too. Each time a map was extracted, each time a saw was pulled from a game board, the evidence was buried. They smashed, burned, or quietly dismantled all evidence of the board games. This is why today there is not a single original Monopoly escape set left in any museum or collection. The operation left no physical trace. Until 1985.

That's when British intelligence declassified MI9's Monopoly project; the American equivalent followed five years later. The revelation stunned historians, exposing one of the most disciplined secrets of World War 2.

The scale of the operation was immense. While records are incomplete, at least 744 Allied airmen are confirmed to have escaped using MI9 assistance, though estimates suggest thousands more relied on tools smuggled by Waddington's and their U.S. counterparts. Of the 35,000 silk maps printed during the war, most were concealed within board games, boots, uniforms, or hollowed-out books. According to one researcher, these clandestine kits aided nearly a third of all successful British and American POW escapes. Despite this impact, the silence held for decades. As one intelligence officer later remarked, the Monopoly operation was a better-kept secret than the Manhattan Project.

It had taken an eccentric showman with a grudge against Houdini, a team of toy-makers with steady hands, and a thousand prisoners willing to play along. But in the end, it worked. They beat the Nazi machine with nothing but silk and cardboard, and a plan so perfectly absurd it worked.

Somewhere over France in 1944, an airman fell from the sky with no weapon, no map, no hope. Until a game showed up. And a red dot changed everything.

Behind the script

Structurally the harder of the two. The story has four separate threads, a failing paper map, an eccentric inventor, a printing breakthrough, and a smuggling operation, and none of them pay off until they converge on a Monopoly board.

The script keeps each thread open just long enough to stay unresolved, which is what holds a viewer through a long runtime. Details like the pectin ink fix and the red-dot marking system come straight from the declassified record, verified rather than embellished.

Educational Scriptwriting · Knotion

Scripts written for Knotion, a bilingual K–12 digital learning ecosystem used by schools across Mexico. Narrative animation, motion graphics explainers, original songs, and social-emotional learning, written in English and Spanish for audiences from kindergarten through secundaria.

W.06 · Knotion · Educational Media

Scripts for K–12 Learning

Scripts delivered in two-column AV format, with stage directions written in Spanish for Mexico-based production teams and dialogue written in the target language of each piece. Excerpts shown as delivered.

The constraint that shaped the work

Every script had to hit a curriculum objective, hold the attention of a specific age band, and stay producible on a fixed animation budget. Writing for a five-year-old and writing constitutional law for a fifteen-year-old are different crafts, and I delivered both in two languages.

K–12Age range written for EN / ESBoth languages, native 4 formatsAnimation, motion graphics, song, SEL

Do You Know How Fossils Are Formed?

English Narrative 2D animation Grade 6 3:00 Scriptwriter

A science explainer built as a story. A father-and-son trip to the movies becomes a museum visit where both fossilization processes unfold inside a hologram. The closing beat, feathered velociraptors, lands the real lesson: science is an ongoing process, not a settled list of facts.

#VisualAudio
001 INT. SALA DE CINE - DÍA. Se muestra un paisaje prehistórico misterioso y sombrío; una jungla espesa y fría, al fondo se ven unos braquiosaurios monumentales. De pronto, del lado izquierdo del cuadro, irrumpe un enorme tiranosaurio rex, que se centra en el cuadro, mira hacia la cámara y ruge ferozmente. Aparece un logotipo que dice "Mesozoic Park". La cámara hace zoom out revelando que estamos viendo la pantalla de un cine. Música misteriosa, cinemática · Rugido monumental · Multitud suspira sorprendida
003 Diego levanta la voz y con expresión de escepticismo y algo de molestia cuestiona a su padre. DiegoHey! But how do they know how dinosaurs looked back then? You told me dinosaurs went extinct millions of years ago.
012 Se muestra en detalle la proyección del holograma. De pronto, el triceratops cae y muere. Su carne comienza a desaparecer mostrando el esqueleto, que comienza a ser cubierto por polvo, después tierra y después rocas, creando tres capas. Ana (V.O.)Then, over a period of millions of years, the body is covered with sediment, soil, and rocks creating layers.Gemido de triceratops muriendo
024 Ana saca su propio celular y le muestra, primero una foto de un velociraptor cómo se entendían antes, con escamas y lisos. Después cambia de imagen a una mostrando un raptor emplumado como se entienden ahora. AnaYes! But it is an ongoing process. We sometimes discover new clues that change our understanding of dinosaurs. For example, some years back, we thought velociraptors were smooth and scaly as modern lizards, but recently, thanks to fossils, we found out they had feathers.
Excerpt · 4 of 25 scenes

Behind the script

The curriculum objective was fossilization. The script never states it as a topic. It arrives as a child's objection to a movie, which is the only reason a sixth-grader stays for the mineral-replacement explanation that follows.

Shapes Everywhere!

English Original song Kindergarten 1:30 Scriptwriter & lyricist

Original rhyming lyrics written to spec for early learners, with each verse choreographed to a shape-to-object transformation on screen. Every rhyme carries the learning objective: sides, corners, and where to find each shape in a child's real world.

#VisualLyrics
002 Aparece un círculo que se centra en el cuadro; de pronto este se convierte en una moneda. Una línea destellante rodea el perímetro de la moneda, la cual se transforma en la letra O. Zoom out revelando que la letra O es parte de la palabra [round]. Niños (gritando)Circle!VocalistaJust like a coin, a circle is round.
It has no corners, it's shaped like an O.
Oh, oh, oh, oh, let's sing out loud!
004 Aparece un triángulo; una línea destellante rodea el perímetro mostrando que tiene 3 lados. De pronto se convierte en un totopo de maíz y luego en una rebanada de pizza. Luis toma la rebanada y se la come muy feliz. Niños (gritando)Triangle!VocalistaA triangle has 3 sides; it looks so nice.
There are triangles in your home
On a tortilla chip or a pizza slice.
007 Aparece un rombo; una línea destellante rodea el perímetro mostrando que tiene 4 lados iguales pero con ángulos distintos al cuadrado. De pronto se convierte en un papalote volando por el cielo. Niños (gritando)Rhombus!VocalistaA rhombus is a square with a spin,
It also has four sides. Can you see?
It's like a kite, colorful and thin.
Excerpt · 3 of 8 verses

Behind the script

Writing to a rhyme scheme is the easy part. The harder constraint was cultural: the objects a Mexican five-year-old actually recognizes. A tortilla chip carries the triangle, a papalote carries the rhombus, and the lesson lands in the child's own kitchen and sky rather than a stock American classroom.

La organización del Estado de derecho mexicano

Español Motion graphics Secundaria 3:00 Guionista

Civics without the textbook voice: federalism as interlocking gears, and representation as a platform that lifts a politician above the people until accountability brings it back down. The script integrates verbatim constitutional text while keeping the visual language legible for teenagers.

#VisualAudio
003 Aparecen tres engranajes de colores distintos. Primero uno enorme que llena la pantalla, etiquetado [Federal]. Después un engrane mediano etiquetado [Estatal], y finalmente un engrane pequeño dentro del anterior, etiquetado [Municipal]. Narrador (V.O.)El Estado mexicano reconoce tres niveles de gobierno: federal, estatal y municipal.
012 Se muestra un grupo de 5 siluetas. Se miran entre sí, de pronto todos deciden y apuntan a una de ellas; una plataforma surge del suelo y levanta a la silueta elegida y le aparece una banda de presidente en el pecho. La plataforma sigue subiendo y subiendo dejando abajo al resto. El presidente adopta una sonrisa malvada. Narrador (V.O.)El sistema representativo: implica que la ciudadanía elige mediante el voto a quienes la representarán y se encargarán de los asuntos de gobierno a nivel federal, estatal y municipal.
013 En eso la plataforma cae precipitadamente dejando al político a los pies del pueblo, quienes lucen molestos y parecen pedirle cuentas. Narrador (V.O.)Y el sistema democrático: implica que el máximo poder del país radica en el pueblo y que este elige a sus representantes soberanamente bajo principios de libertad, igualdad y autonomía.
015 Se muestra el texto citado de la Constitución en pantalla. Narrador (V.O.)En el artículo 49 también se menciona que:El Supremo Poder de la Federación se divide para su ejercicio en Legislativo, Ejecutivo y Judicial. No podrán reunirse dos o más de estos Poderes en una sola persona o corporación...
Excerpt · 4 of 16 scenes

Behind the script

The rising platform and its fall is the whole civics lesson in one visual gag. Representation and accountability get taught in about eight seconds of animation, which is what makes the verbatim Article 41 and 49 text tolerable to a fifteen-year-old immediately afterward.

Two more scripts round out the sampler: a character-driven explainer on how everyday consumption drives species extinction, and a first-person social-emotional piece on expressing anger assertively, which resolves without the child getting what he wanted.

↓ Full script sampler · 5 scripts · PDF

W.07 · The layer behind the pieces

Content Strategy & Planning

Every piece on this page came out of the same six-stage pipeline. This is the part clients don't see and the part that makes the rest repeatable.

  1. 01

    Ideation

    SEO keyword research, weighing search volume against competition so effort lands where it counts.

  2. 02

    Research

    Primary sources, records, and expert material. Every claim traceable before a draft exists.

  3. 03

    Planning

    Multi-format calendars across image, video, article, and text, with cadence and dependencies mapped.

  4. 04

    Production

    Copy, scripts, video, and motion, produced with designers, editors, and clients.

  5. 05

    Publishing

    Platform-native formatting, scheduling, and tracking from draft through publish status.

  6. 06

    Community

    Response, moderation, and performance review that feeds the next round of ideation.

Stage 06 feeds stage 01. Performance data decides what gets written next, which is what turns a content calendar into a content system.

What the system produced

18% Peak newsletter engagement, up from a 3–5% baseline over seven months
6.5M Views on a long-form script written to a retention brief
New contacts New project management contacts generated by the strongest article

I have also led strategic website audits covering UX, content architecture, and brand narrative for stakeholder review. The full diagnostic is in the B2B section.

Toll International

LinkedIn and Instagram posts for a NYC-based construction project management consultancy. I wrote the copy for every post shown here, and directed or edited most of the accompanying video and image creative.

S.01 · LinkedIn · Video post

Brooks' Law

I wrote the copy; video editing on this one was a team effort.

Throwing more people at a delayed project won't save it: it'll likely make it worse.

Welcome to Brooks' Law: where adding manpower to a late schedule just creates a massive communication bottleneck.

You can't panic your way back on track. Toll International LLC's fix?

  1. Precise Critical Path Management
  2. Strategic Resource Leveling

Manage by precision, not headcount. Follow Toll International for more project management truths!

S.02 · LinkedIn · Image post

Critical Path

I wrote the copy; graphic design on this one was a team effort.

Critical Path graphic

Every massive build is a race against time and complexity. From the initial strategic blueprint to the final handover, identifying and managing the Critical Path is what separates a chaotic site from a streamlined operation.

At Toll International LLC, we don't just track your progress; we architect it. We illuminate the path forward, helping you navigate complexities so you can focus on building what matters.

Let's build the future, together.

S.03 · Instagram · Image post

From Chaos to Clarity

I wrote the copy; graphic design on this one was a team effort.

From Chaos to Clarity graphic

In capital projects, one bottleneck triggers a chain reaction. We build the safeguards.

Predict. Protect. Deliver.

S.04 · Instagram · Image post

From Foundation to Finish

I wrote the copy; graphic design on this one was a team effort.

From Foundation to Finish graphic

We don't just talk about reliability; we live it.

Owner-side. Day or night. We win or lose together.

Spoiler alert: we deliver.

20 years in the game prove it.

Earlier Work · Grupo Nuu

Social content produced during my time at Grupo Nuu, a Mexican marketing agency, for clients including Monarcas and IZZI.

S.05 · Grupo Nuu · Liga MX

Monarcas Morelia

Social media content and community management for Monarcas Morelia, a Mexican first-division soccer club, produced as part of the account team at Grupo Nuu. Click to zoom.

S.06 · Grupo Nuu · Interior design

Spacio Cocinas

Social media graphic content produced for Spacio's kitchen and interior design line, part of Grupo Nuu's account work. Click to zoom.

S.07 · Grupo Nuu · Telecom

IZZI

Social media graphic content produced for IZZI, a Mexican telecom brand, as part of Grupo Nuu's account work on the client's promotional and offer-driven campaigns. Click to zoom.

Toll International

NYC-based construction project management consultancy. I write the company newsletter and produce the supporting social video alongside it.

V.01 · Social video

New York

Short-form video edited for Toll International's social channels, part of the ongoing social media content I produce alongside the newsletter.

V.02 · Recruitment

OpenText Recruitment

Recruitment video produced to support a client hiring campaign, part of Toll International's talent placement services.

V.03 · Brand film

What We Do

Company overview video summarizing Toll International's services for prospective clients and partners.

V.04 · Vertical · YouTube / TikTok

Shorts

Vertical short-form video for Toll International. I handled the concept, script, production, and parallel publishing on YouTube Shorts and TikTok.

Short 01
Short 02
Short 03

Earlier Work · Grupo Nuu

Mexican marketing agency where my role shifted daily between community management, motion graphics, and on-set production for clients including Monarcas, IZZI, Spacio, and Luis Garcia Media.

V.05 · Agency reel

Grupo Nuu Reel

Compilation reel spanning Luis Garcia Media, Monarcas, and other agency clients, where the work shifted daily between community management, motion graphics, and on-set production.

V.06 · Product film

Spacio Cocinas

Product video filmed and edited for Spacio's kitchen and interior design line, part of Grupo Nuu's client work.

V.07 · Motion graphics

Campañas Audiovisuales

Audiovisual campaign work for Spacio, including a motion graphics logo reveal I animated and produced.

Freelance Motion Graphics

Independent motion graphics projects completed outside full-time roles.

V.08 · Freelance

Bayer · Promotional Motion Graphics

Motion graphics promotional video I planned, animated, and produced independently as a freelance project for Bayer.

V.09 · Freelance

E-Ticket · Promotional Motion Graphics

Motion graphics promotional video I animated and produced independently as a freelance project for E-Ticket.

Educational Animation · Knotion

Animated capsules produced for Knotion's bilingual K–12 learning ecosystem. I wrote the scripts and animated the pieces, taking each one from AV script through to finished animation. The scripts behind this work are in the Writing section.

V.10 · Knotion · Educational Media

Animated Learning Capsules

Written and animated by me for classroom use across Mexico, in English and Spanish.

About

Leo Mendoza

I'm a bilingual content manager, writer, and producer working between Morelia, Mexico and New York. My work spans B2B infrastructure, documentary media, education, sports, telecom, and consumer brands, which means I'm used to learning a technical subject quickly and finding the story inside it.

I work in English and Spanish natively. That isn't a translation service; it's writing for the register, references, and cultural context each audience actually lives in.

Selected experience

  • Toll International Content management & editorial strategy LinkedIn newsletter, website copy, content audit, social video
  • Palíndromo Documentary scriptwriting Long-form scripts for US YouTube channels
  • Knotion Bilingual educational scripts & animation K–12 learning ecosystem used by schools across Mexico
  • Grupo Nuu Social media, community & audiovisual production Liga MX, telecom, and consumer brand accounts

Recommendations

What it's like to work with me

Written on LinkedIn by people I worked alongside. Quoted in full, in the language they were written.

Leo has a real gift for storytelling. He knows how to find the heart of a story and turn it into something that captures people's attention. One of the things I admire most about him is how deeply he researches every topic. Instead of settling for the obvious, he takes the time to understand the subject and craft stories that are thoughtful, engaging, and meaningful.

Just as impressive as his talent is the way he works with others. Kind, collaborative, and thoughtful, he brings positive energy to every project. His passion for storytelling and dedication to his work make him someone I'd happily recommend to any creative team.

Sara Grijalva Sara Grijalva ↗ Visual Storyteller Worked on the same team · July 2026

I had the pleasure of working with Leo and highly recommend him. He is a creative and talented, consistently delivers engaging, high-quality work.

He is also committed, responsible, and a true team player. His positive attitude and collaborative approach make him a valuable asset to any team.

Edith Davison Edith Davison ↗ Talent Acquisition & HR Operations Senior colleague, not a direct manager · July 2026