Walking onto the USS Lexington in Corpus Christi, Texas I thought I was going to have one of those “history museum” afternoons — interesting, impressive, and then back to the road. But one photo I took on the ship turned the whole visit into something personal.

It was a sign about Storekeepers — the Navy’s supply clerks. Not glamorous. Not loud. Just essential. The people who make sure what’s needed is actually there: supplies, parts, forms, food, equipment — the behind-the-scenes work that keeps an operation moving. And that’s what my dad did in the Navy.

After the Korean War broke out in 1951, my dad — a 20-year-old farm boy — hitchhiked with his best friends from Ben Wheeler, Texas, to the Naval Air Station in Corpus Christi to enlist. After basic training, he was transferred to San Diego and then on to Japan, where he served as part of the occupation forces following World War II. His role was Storekeeper — a multi-function job that included procurement. 

Looking at that sign on the Lex, it hit me: maybe that’s one reason I’m so passionate about helping transform public procurement today. Because procurement isn’t paperwork — it’s readiness. It’s service. It’s making sure the right things show up at the right time so the mission can move forward.

The Lexington isn’t a “big boat.” It’s a floating city. The flight deck feels like it stretches forever, and the superstructure rises above you like a downtown skyline made of steel. At one point I saw a sign that said the ship has more sleeping space than Caesars Palace, the Mirage, and Treasure Island combined — 3,500 beds. That number sounds like trivia until you try to picture it: thousands of people living and working in one coordinated machine, out at sea, relying on each other and the systems around them.

Then you start noticing the details that make “impossible” look routine. The aircraft. The catapult system. The design behind launching massive planes off a moving deck. It’s the kind of engineering that reminds you what humans can do when the stakes are high and the mission is clear.

But what really made me proud wasn’t just the ship — it was where the ship is now, and what that says about the community.

Because the USS Lexington being permanently displayed in Corpus Christi didn’t happen by accident. A city had to want it. Leaders had to see the opportunity, rally people, build support, and follow through. That’s civic leadership — vision paired with action. It’s the ability to look at something extraordinary and say, “We can do something great with this,” and then actually do it.

There was a quote on board that stuck with me: “Things happen because people make them happen.” That’s the whole story of the Lexington. It was true when she served. It’s true now that she’s a museum. And honestly, it’s true in the work we do every day in local government — especially in procurement.

When procurement is done well, it’s one of the clearest examples of service you’ll ever see: quiet, disciplined, and deeply impactful. It’s the bridge between vision and reality. And standing on that ship, thinking about my dad — a young Texas farm boy who signed up in Corpus Christi and learned what it meant to support a mission — I left grateful. Not just for history, but for the reminder that the future still gets built the same way it always has:

To learn more about the USS Lexington Museum, visit www.usslexington.com.

About Ron on the Road

Ron Holifield speaks to over 2,000 local government officials annually and has coffee with over 250 local government officials each year as part of his travels. If you have a cool site you think he should visit, email Ron@CivicMarketplace.com. 

NOTE: This column was written with the assistance of Melissa Valentine, senior director of operations and support at Civic Marketplace. 

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