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By: Megan Saylor, CANA Human Resource Analyst When most people think of Human Resources (HR), they usually think of payroll, benefits, or onboarding. While those are definitely part of the job, a lot of what HR does happens behind the scenes - especially at a company like CANA. Because we are a fully remote company with employees across multiple states, HR has to stay on top of a variety of state-specific employment laws. Each state has its own rules for things like payroll taxes, unemployment insurance, paid leave, final paychecks, workplace postings, and even required training. What applies in one state may not apply in another, so it's important that we understand those differences. For example, California requires a number of pay features, like accrued leave and pay dates, to be included on a pay stub, whereas Pennsylvania and some others do not. Compliance with requirements across multiple states means attention to every detail. When CANA hires someone in a new state, there's quite a bit that has to happen before their first paycheck is ever processed. HR works to register the company with state agencies, establish payroll tax and unemployment accounts, verify workers' compensation requirements, and coordinate with our payroll and benefits partners to make sure everything is set up correctly. The work doesn't stop there. Employment laws are constantly evolving, so HR spends a lot of time monitoring legislative updates, reviewing policy changes, and working with our partners to ensure we're meeting new requirements. While many of these changes happen behind the scenes, they directly impact how we support our employees and keep the company compliant. One of the things I enjoy most about working in HR is that no two days are the same. One day I might be helping someone understand their benefits, and the next I could be researching a new state law or registering CANA to do business in a new state. It's a role that requires continuous learning, attention to detail, and a willingness to adapt as laws and regulations change. While much of this work isn't always visible, it's an important part of helping CANA continue to grow while supporting our employees every step of the way. I'm proud to be part of a team that helps make that happen. ____________________________________________________________________________ ABOUT CANA CANA is a Woman-Owned Small Business (WOSB) and Service-Disabled Veteran-Owned Small Business (SDVOSB) that empowers federal and commercial organizations to thrive in a global digital world through precise and adaptable technology solutions. We fuse our rigorous analytics and top-tier talent with deep expertise in complex logistics to design customer-centric, powerful solutions. We strive to create an environment that allows our Team and Clients more time to focus on the things that matter most.

By: Travis Hartman, CANA Senior Operations Research Analyst “Welcome to the party, pal.”- John McClane (Bruce Willis) in Die Hard (1988) For decades, the Department of War has relied on development and acquisition pathways designed for a different era of technology. Those processes were built around long timelines, rigid software cycles, and highly specialized systems that often required extensive user training and institutional knowledge simply to operate. While those approaches once represented the gold standard for reliability and control, the pace of modern operational demands is exposing a growing gap between how quickly missions evolve and how quickly software systems can adapt. LLMs are starting to close that gap. Across the federal space, organizations are realizing that artificial intelligence is no longer just a future capability reserved for advanced analytics or autonomous systems. LLMs are becoming operational productivity tools that can fundamentally improve how teams develop software, manage information, and interact with complex systems. The most immediate value is not replacing personnel; it is reducing repetitive tasks, simplifying workflows, and allowing personnel to focus more time on mission execution instead of administrative overhead. For software development teams, LLM-enabled tools are accelerating many of the most time-consuming aspects of the development lifecycle. Tasks that previously required significant manual effort, such as code review support, documentation generation, test case creation, and debugging, are now increasingly augmented by AI-enabled workflows. Development teams can move faster, onboard new engineers more efficiently, and spend more time focused on operational outcomes. A simple example is documentation generation: README documents are often treated as lower priority tasks during development cycles, despite their importance, and frequently become stale or out-of-date. LLM-enabled workflows can generate and maintain README documentation automatically alongside code changes while also performing continuous code validation and formatting reviews in the background. LLMs are also changing how operational users interact with software systems. Much of the daily workload across government and defense organizations is repetitive, time consuming, and operationally necessary, but low value from a strategic perspective. Status reports, planning updates, message drafting, meeting summaries, data lookups, and workflow management consume thousands of labor hours across programs every year. LLM-enabled systems can now reduce much of this burden by automating routine administrative tasks and simplifying how users access information and complete workflows. The problems become even more apparent in many legacy government software environments still in use today. Under traditional development and deployment models, even relatively small software modifications can require extensive coordination, manual testing, and lengthy deployment cycles. At the same time, operational users often depend heavily on institutional knowledge to use systems effectively. User interface workflows frequently require planners and operators to memorize where to click, navigate through layered menus, and complete specialized training before becoming proficient in the software. The operational burden is not just technical debt within the codebase; it is cognitive debt imposed on both developers and end users. This changes the interaction model entirely. Instead of forcing users to adapt to software, LLM-driven systems can increasingly adapt to users. Natural language interfaces, guided workflows, and context-aware assistance reduce dependency on memorized processes and highly specialized training pipelines. Rather than navigating dozens of menus to complete a task, planners and operators can increasingly describe intent directly to the system using familiar conversational patterns. That matters operationally. Many legacy systems were designed around the assumption that users would require significant training before becoming operationally effective. In practice, this often meant that systems became dependent on a relatively small number of highly experienced personnel who understood the platform’s workflows, terminology, and interface logic. LLM-enabled interfaces invert that model. Users no longer need to remember exact workflows, button locations, or system-specific terminology to complete routine tasks. The interaction becomes more intuitive, easier to navigate, and significantly faster to learn. For operational planners, this can reduce onboarding timelines and lower training requirements while improving usability during high-tempo operations. For development teams, it can reduce support overhead, simplify user adoption challenges, and accelerate feedback cycles between developers and end users. None of this eliminates the need for human oversight, domain expertise, or rigorous validation. In defense environments especially, trust remains paramount. Subject matter experts, operators, developers, and program leadership remain responsible for validating outputs, assessing operational risk, and ensuring mission alignment. LLMs are not replacing decision-makers; they are accelerating their ability to operate effectively. The organizations that successfully integrate these technologies will not necessarily be the ones with the largest budgets or the most advanced infrastructure. They will be the organizations willing to rethink legacy workflows, reduce unnecessary friction, and modernize how work itself gets accomplished. The traditional development model is becoming increasingly difficult to justify. Systems designed around static workflows, long training cycles, and slow iteration timelines are increasingly misaligned with the operational tempo required today. LLMs are not simply another software feature layered onto existing processes. They represent a shift toward adaptive systems, faster iteration cycles, and more effective human-machine collaboration across the Department of War enterprise. As government organizations continue expanding access to Generative AI and LLM capabilities, the question is no longer whether these tools will influence defense operations. The question is how quickly organizations can integrate them responsibly enough to keep pace with the mission demands ahead. ____________________________________________________________________________ ABOUT CANA CANA is a woman-owned small business (WOSB) and Service-Disabled Veteran-Owned Small Business (SDVOSB) that empowers federal and commercial organizations to thrive in a global digital world through precise and adaptable technology solutions. We fuse our rigorous analytics and top-tier talent with deep expertise in complex logistics to design customer-centric, powerful solutions. We strive to create an environment that allows our Team and Clients more time to focus on the things that matter most.

CANAers recently returned from the 94th Military Operations Research Society (MORS) Symposium in Colorado Springs, Colorado, and it was a whirlwind of collaboration, innovation, and analytical debate. The event, held at the U.S. Air Force Academy, served as a powerful reminder of why active participation in professional societies like MORS is a force multiplier for professionals and companies alike. Between informative briefings, thought-provoking panels, and the unexpected virtual race against a digital Jesse Owens, our team walked away with fresh insights and new connections. Key Takeaways This year’s symposium focused heavily on the intersection of rapid technological advancement and the need for rigorous analysis. Several major themes emerged: The "AI vs. OR" Debate: There was significant discussion regarding the role of AI in operations research. The resounding conclusion? Both sides are in "violent agreement": while AI is here to stay, it doesn’t replace the need for OR; in fact, with the advent of AI, we need more analytical rigor, not less. View at United States Air Force Academy. The challenge lies in ensuring we have human expertise to monitor outputs and validate results. The "So What?" Factor: A constant refrain was the need to move beyond just producing a number or a chart. Stakeholders demand actionable insights. Whether it's dashboards or high-level briefings, the goal is to provide leaders with the clarity they need to make decisions and then to provide the training necessary for them to use those tools effectively. The Utility of Classified Forums: MORS remains a unique event where analysts can engage in classified discussions (up to the Secret level) on current real-world operations. For a company like CANA, having the ability to hear research and analysis on active conflicts and other world events is invaluable for understanding the current operational environment. Notable Sessions and Speakers Ethics for Analysts & Data Scientists: This was a deep dive into the role of AI and where to hold the line as analysts, bringing together both junior and senior perspectives. Scott Cohick presents CANA work at MORS. Laser Power Beaming: CANA’s Scott Cohick, Principal Operations Research Analyst and MORS Board Member, presented CANA’s modeling, simulation, and analysis project on the military utility of wireless power transfer technology. Presenting this research not only highlighted our efforts but also generated valuable discussion and networking opportunities. Sponsor Panel: A recurring highlight for many MORS attendees, representatives from top defense organizations discussed pressing concerns including contested logistics, bulk fuel, and the critical need to transition from service-specific solutions to joint solutions. Wargaming & Emerging Techniques: The Wargaming Expo continued its expansion, reflecting the growing importance of these tools in training and strategy. CANA’s Role and Utility in MORS CANA’s Nick Ulmer, serving as the 60th MORS President, offers remarks. We’re always pleasantly surprised when we hear how “big” CANA seems. While we are an organization of less than 50, we work hard to stay relevant and involved in the federal and military spaces. Ivana Ferrer, CANA Principal Data Scientist, was surprised to find at this, her first MORS conference, that "everyone knows CANA". Over the last 60 years of MORS, CANA has provided three of its presidents, a contribution that underscores our commitment to the field. This past year, CANA Principal Operations Research Analyst, Nick Ulmer, has served MORS in this role. MORS is also a prime venue for identifying talent and finding partners. We’ve brought in numerous team members who first discovered CANA through our MORS presentations. As CANA’s Senior Director of Analytics and MORS Vice President of Professional Development, Walt DeGrange pointed out, the society acts as a force multiplier and helps ensure we remain at the forefront of the national defense analytics conversation. Walt DeGrange presents at MORS. Memorable Highlights Beyond the briefs and panels, the symposium offered plenty of unique moments. Networking in Action: Scott Cohick realized a session on counter-UAV aligned perfectly with CANA’s ENTOURAGE™ solution. A quick conversation in the back of the room led to a valuable introduction; this is the exact kind of serendipitous connection that makes MORS so effective. The "Human" Side of Operations: The leadership dinner at the Olympic and Paralympic Museum was a fantastic team-building opportunity and great fun. Walt DeGrange was able to get his hands on an authentic Olympic torch and competed in a foot race against a virtual Jesse Owens. No surprise that Jesse remains the one to beat! Walt DeGrange seizes the opportunity to hold an Olympic Torch. The 94th MORS Symposium was more than just a conference, it was a testament to the value of active involvement professional communities. As we look ahead to upcoming events like the Emerging Techniques Forum and the 95th Symposium at Quantico, we are energized to apply these lessons to our ongoing projects. If you are interested in getting involved with MORS, presenting your work, or writing an article, please reach out! Not only are there some exciting MORS events coming up, but there is always a place for those looking to sharpen their analytical edge. Curious about CANA? For information on CANA’s service offerings, areas of interest, or employment opportunities, visit our website at www.canallc.com, or reach out directly to us at info@canallc.com. ---------------------------------------- About CANA CANA is a woman-owned small business (WOSB) and Service-Disabled Veteran-Owned Small Business (SDVOSB) that empowers federal and commercial organizations to thrive in a global digital world through precise and adaptable technology solutions. We fuse our rigorous analytics and top-tier talent with deep expertise in complex logistics to design customer-centric, powerful solutions. We strive to create an environment that allows our Team and Clients more time to focus on the things that matter most.

By: Katie Doyle, CANA Senior Logistics Analyst Transitioning from the Marine Corps to the Contracting World Transitioning from active duty to “the real world” can be overwhelming after spending two decades in the Marine Corps. Training and experiences do not always translate easily into the civilian world. Looking back on my journey from a Logistics Officer in the Marine Corps to a civilian contractor, I’ve realized that while the clothing changes, the mission remains the same. The Inside Life If you had asked my family or friends when I was in high school what I’d be doing after college, joining the United States Marine Corps would not have been on that list. My heart was set on the State Department; I wanted to give back to my country by joining the Diplomatic Corps. Instead, I decided to join the United States Marine Corps. It was a pivot I would never trade. During my 20 years on active duty, I learned the reality of being on the “inside.” On active duty working with other service members, there is a level of frictionless communication we take for granted. Cold calling individuals you needed to coordinate with or ask for additional information from was no big deal. Simply stating your name, rank, and billet, got you in the door to do business. There is an inherent trust among Service Members – a shorthand language and shared set of values – that simply doesn’t exist after you depart. After 20 years, the USMC wasn’t just my job; it was the only career I had ever known and after three combat deployments was more of a way of life. Approaching retirement brought on a mix of excitement and apprehension. The Search My first few steps into the civilian world were a series of experiments in finding where my skills met my purpose. I started my first job at a non-profit making less than I was in retirement pay, but the mission was important to me and the impact was visible. After about three and a half years there, I moved on to be a Corporate Strategy Analyst. The organization I worked for was fantastic, the people were great, but it didn’t quite click. Eventually CANA LLC found me, and I was able to return to my roots working on solving complex problems around military Logistics. Life on the “Outside” Transitioning to the contracting side of USMC-focused projects is a unique experience. As former active duty members, we understand the grit and the frustration of the warfighter because we were them. However, as a contractor, cold calling and explaining who you are and what you do becomes more complicated. You still speak the language, but you no longer have that inherent trust among service members because you no longer are one. At times it can be frustrating to feel like you are on the outside looking in, but remember you are now in a position to advocate for the solutions you know are needed. “To Be or To Do?” Throughout my career, I never cared much about "being somebody." I didn't need a fancy title to feel important because I knew my value. It wasn't until I read Robert Coram’s biography of United States Air Force Colonel John Boyd - the fighter pilot who gave us the OODA loop - that I found the words for my personal philosophy. Boyd used to give a famous speech, and it's a quote I originally read in Robert Coram’s 2002 book Boyd: The Fighter Pilot Who Changed the Art of War. I keep it pinned to the front of my mind during this new chapter of my life: Tiger, one day you will come to a fork in the road and you’re going to have to make a decision about which direction you want to go. If you go that way you can be somebody. You will have to make compromises and you will have to turn your back on your friends... Or you can go that way and you can do something—something for your country and for your Air Force and for yourself. If you decide you want to do something, you may not get promoted and you may not get the good assignments... But you won’t have to compromise yourself... To be somebody or to do something. In life there is often a roll call. That’s when you will have to make a decision. To be or to do? Which way will you go? I find that the "To Do" path is where meaningful work happens. I’m grateful to be in a place where I can still do something for the Marines coming up behind me. The uniform stays in the closet, but the mission continues. #Logistics #MarineCorps #MilitaryTransition #PurposeDriven About CANA CANA is a woman-owned small business (WOSB) and Service-Disabled Veteran-Owned Small Business (SDVOSB) that empowers federal and commercial organizations to thrive in a global digital world through precise and adaptable technology solutions. We fuse our rigorous analytics and top-tier talent with deep expertise in complex logistics to design customer-centric, powerful solutions. We strive to create an environment that allows our Team and Clients more time to focus on the things that matter most.

By Breanne Spencer, CANA Data Science Analyst Every college senior dreams of landing that one amazing internship the kind where you aren't just getting coffee or doing busy work tasks, but working alongside industry experts. My experience at CANA has been exactly that. It has been one of the most transformative chapters of my education, allowing me to tackle real-world problems, implement actionable changes, and grow immensely as both a developer and a researcher. While it might sound easy when writing this blog post, this journey was defined by its hurdles. I faced problems I had never encountered in a classroom, and through those challenges, I discovered what I’m truly capable of. Looking back, I wouldn't change a single thing. My first challenge was acclimating to the work-stream infrastructure. Although I was familiar with tools like GitHub, Jira, and VS Code, using them in a high-stakes, production-style environment was a different beast entirely. I quickly learned that version control in the real world isn't just about saving your work; it's about maintaining the integrity of a complex codebase that the whole team relies on. I navigated this steep learning curve by leaning on my mentors. Instead of struggling in silence, I began asking targeted questions about our specific CI/CD workflows and best practices. Their guidance turned these daunting tools into an extension of my daily rhythm, teaching me that technical proficiency isn't just about knowing the tool it's about mastering the professional ecosystem around it. Once I was onboarded, I almost immediately was given meaningful projects, but soon I was hit with a wall that no textbook can prepare you for: imposter syndrome. Working with so many brilliant industry experts, it was difficult to feel truly confident in the value of my own contributions. I found my breakthrough in our weekly Data Lab meetings. Every Thursday night, the interns would connect to discuss our projects and practice presenting on our topics. This became my testing ground to share my raw ideas, gain peer insights, and refine my delivery. This collaborative environment was the turning point for my confidence; it taught me that my perspective as a junior developer was not only welcomed but necessary for innovation. Towards the end of my internship, I hit a different kind of plateau. I was deep in the research and planning for different projects I was assign to, and while I was using tools like VS code Copilot and Gemini, I felt like I wasn't using them to their fullest potential. I was stuck in an information loop were I had mountains of data but struggled to synthesize it into a concrete roadmap. After discussing this with my mentors, I had a lightbulb moment. They showed me how to move beyond simple prompts and use AI agents as strategic partners. I learned how to use them to draft complex planning documents and customize them to fit my specific needs. This didn't just speed up my work; it elevated the quality of my strategic planning. None of this growth would have been possible without the incredible team behind me. Tommy, Ivana, Kiko, Jason, and Scott were amazing throughout this process. They didn't just teach me about data science and logistics; they modeled what it means to be a lifelong learner and a supportive teammate. I am leaving this internship not just with a good story to tell, but with a clearer vision of the developer I want to be. I am truly grateful for every day I got to work with this team. #Internship #DataScience #Mentorship #AI #CANAFutures About CANA CANA is a veteran women-owned small business (VWOSB) that empowers federal and commercial organizations to thrive in a global digital world through precise and adaptable technology solutions. We fuse our rigorous analytics and top-tier talent with deep expertise in complex logistics to design customer-centric, powerful solutions. We strive to create an environment that allows our Team and Clients more time to focus on the things that matter most.

By Kurt Eades, CANA Principal Information Systems Security Manager At CANA, we believe efficiency isn’t just a metric, it’s a competitive advantage. For years, the government contracting world has been tethered to industry standard systems. We were told these large, expensive platforms were the only way to escape the heavy Excel trap. The reality? It just added layers of complexity and cost without solving the core problem. We decided to break the cycle. We scrapped the legacy engine and rebuilt our entire financial and project ecosystem using Google Workspace Gemini models and AppSheet automations. By moving away from over-loaded ERPs and leveraging the power of AI-driven automation, we’ve achieved what traditional systems couldn't: Algorithmic Workforce Reporting: No more manual spreadsheet shuffles. Our system now proactively monitors timekeeping daily, instantly identifying anomalies and syncing approved data directly to payroll. Intelligent Project Planning: With one click, our Google Gemini-powered workflows launch shared drives, assemble project teams with precise permissions, and generate customized checklists in seconds. Optimal Security: By centralizing sensitive data and using a digital tattoo protocol, our system automatically detects unauthorized access and acts instantly to protect proprietary information. Total Rewards Transparency: Our custom compensation engine now aggregates data from diverse vendors—timekeeping, medical carriers, and ancillary benefits—to provide employees with error-free, real-time visibility. Legacy systems carry a heavy price tag and even heavier maintenance requirements. By pivoting to an AI-first architecture within Google Workspace, we’ve eliminated significant annual licensing fees and reduced manual labor from hours to seconds. This transition allows our team to spend less time on data entry and more time delivering high-value results for our clients. CANA is proud to be a forward-looking partner, proving that you don't need a feature-heavy, outsize system to achieve enterprise-grade precision. #Innovation #BusinessOperations #GoogleGemini #Efficiency About CANA CANA is a veteran women-owned small business (VWOSB) that empowers federal and commercial organizations to thrive in a global digital world through precise and adaptable technology solutions. We fuse our rigorous analytics and top-tier talent with deep expertise in complex logistics to design customer-centric, powerful solutions. We strive to create an environment that allows our Team and Clients more time to focus on the things that matter most.

“Leadership is the capacity to translate vision into reality.” - Warren Bennis CANA Senior Operations Research Analyst Mark Raffetto has a mission: to integrate multi-disciplinary leadership, technical innovation, and subject matter expertise to redefine defense logistics. As the Chief Data Scientist and Technical Team Lead on a project developing comprehensive logistics tool suites in support of DoW clients, Mark is helping to shape the next generation of military logistical operations. By leading a team that comprises Software Developers, Operations Research Analysts, Data Scientists, and Subject Matter Experts, Mark oversees a feedback loop that handles everything from initial code refinement to the creation of field-ready decision aids. The obvious truth is that modern technical challenges cannot be solved in silos: true innovation requires end-to-end technical integration. Data Fidelity Mark and his team design and create decision aids that integrate detailed, automated planning inputs such as force structure, equipment, supplies, lift assets, time and location network dynamics to an unprecedented level of detail. General Barrow, 27th Commandant of the Marine Corps, said it best in the 70s, “Amateurs talk tactics, professionals talk logistics.” The future of the DoW depends on specialized logistics toolsets that are designed to make the logistical planners’ job easier, quicker, and more accurate. But, decisions made on "dirty" data are liabilities. One of Mark’s focus efforts has been on the data amelioration process - an objective, defendable, repeatable, and traceable cleaning and validation pipeline that ensures unprecedented data fidelity and accuracy across the DoW. The team provides clients with modeling and visualizations they can actually trust for service-level decision-making. The Logistics Suite Logistics Planning Tool:   Utilizing Artificial Intelligence (AI) techniques including an advanced reinforcement learning algorithm to rapidly generate efficient, large-scale, multi-modal flows through distributed networks . Materiel Analysis Toolset:  A logistics toolset designed for detailed requirements generation and sourcing to the NIIN level across all Classes of Supply from rations to weapon systems and vehicles down to the spare parts and consumables needed over time. Air Capacity Estimation Tool:  A high level dynamic graphic viewing tool for referencing cargo and passenger movement using various transportation assets. Innovation & Future Migration The technological landscape is shifting from standard commercial tools to advanced, sovereign AI capabilities. It is important to strategize the migration when and where it is needed. Mark is part of a CANA team that focuses on the fidelity and accuracy of AI, using it as a tool, not a crutch. Used effectively, these tools ensure logistics infrastructure and planning efforts work not only faster but smarter, leveraging generative capabilities to predict bottlenecks before they happen. Operationally Focused Testing  Innovation without validation is a risk the DoW cannot afford. This is where subject matter experts and Operational Testers like Mark are so important. He knows - based on the most fundamental level of veteran experience - “no plan survives first contact.” Every new capability must undergo extensive operationally focused testing. Mark and his team implement test plans that are objective and defendable, repeatable across different theaters, and traceable to the baseline requirements of the mission.  The Bottom Line Engineering the future of logistics requires a balance of high-level strategic vision and "under-the-hood" technical expertise. By focusing on data fidelity, specialized tool development, the integration of AI, and rigorous testing, Mark Raffetto and team are not just supporting the mission, they are ensuring its success. ____________________________________________________________________________ About CANA.  CANA is a veteran women-owned small business (VWOSB) that empowers federal and commercial organizations to thrive in a global digital world through precise and adaptable technology solutions. We fuse our rigorous analytics and top-tier talent with deep expertise in complex logistics  to design customer-centric, powerful solutions. We strive to create an environment that allows our Team and Clients more time to focus on the things that matter most.

By: Kristin Fairman, Principal Contracts Manager Kristin Fairman is a seasoned expert in the world of government contracting. With over twenty years of experience spanning the spectrum from working with massive primes to agile small businesses, she brings a unique, high-energy perspective to a field many find daunting and perhaps a little less than joyous. We’re talking about the magic behind the scenes, the devil found in the details, and finding joy and success in the government contracting process. The Shift from Large Corporations to Small Businesses Q: You’ve been in the gov-con world for over two decades, and you still have so much passion for it! You’ve seen it from both the "Big Box" corporate side and now from the small business perspective here at CANA. What is the biggest shift you’ve noticed between those two worlds? A: It’s been a wonderful evolution! The biggest difference is definitely the structure of the expertise. In a large business, you have devoted departments for everything—a proposal shop, a contracts and subcontracts department that are separate, AP, AR, a team of business analysts, and insurance experts. In a small business, you don’t just call an expert; you become the expert! Each team member wears multiple hats. I love the all-hands-on-deck mentality where you get to touch every part of the lifecycle. It makes the wins feel that much more personal. The Power of Positivity in High-Stakes Environments Q: People often describe you as the positive force on a project. In a high-stakes environment with rigid federal guidelines, how does a positive attitude actually change the outcome of a contract? A: I’ve always lived by a piece of advice a boss gave me years ago: "Never lose your smile." Even in the hardest moments, attitude is the magic that binds a team together. When you’re working toward a common goal, staying positive fosters the collaboration you need to get across the finish line. It’s hard to innovate or problem-solve if everyone is focused on the stress instead of the solution! Navigating Conflicts in Partnerships Q: Let’s get into the nitty-gritty. Teams don't always agree. How do you navigate a partnership that is out of sync? A: I look at it as a translation exercise. Often, parties don't even realize why they are in conflict. I’ve found most friction comes from three areas: Direct vs. Indirect Charges: Helping the team understand the financial mechanics. Scope Creep: Going back to the Statement of Work (SOW) to identify exactly where the ask disconnected from the award. Negotiation Flexibility: Knowing where we need to be firm and where we can bend. Building a Strong Foundation at CANA Q: You’ve been with CANA for nearly six years now. Have you had a hand in building the playbook for how we handle these things? A: Absolutely! I’ve helped develop our Business Operations standards from the ground up. This includes our formal contract file structures, our agreement logs, and the approval process for new awards. Some of our processes are papered and formal, while others are part of our unwritten culture—but they all ensure we stay compliant and consistent. The Importance of Compliance in Proposals Q: You’ve said that a smooth contract actually starts long before the award. What’s your golden rule for a successful proposal? A: Be 100% compliant. Give the customer exactly what they asked for in the solicitation, no more, no less, and then use metrics and past performance to prove why you are the best choice. Assembling the Right Team Q: Who needs to be in the room to make that happen? A: It takes a village! You need a powerhouse team: Proposal Manager: The drill sergeant who keeps everyone accountable. Technical Lead (SME): The person who actually knows how to execute the work. Pricing/Cost Lead: The wizard who handles labor, travel, and ODCs. Technical Writers & Color Review Teams: To ensure the message is polished and professional. Contracts/Subcontracts: To ensure we are including subcontractors when needed and that all data calls and paperwork are in place. The Role of AI in Contract Management Q: We can’t talk tech integration without mentioning AI. Is there a place for Artificial Intelligence in the world of contractual clauses and FAR/DFAR regulations? A: Definitely! I incorporate AI into my daily workflow to help compare massive documents, suggest alternate phrasing, or extract specific details into a clear format. However - and this is a big however - you cannot 100% replace the human element. I use my experience to verify every output and check for hallucinations. AI is a powerful tool, but federal contracting requires the judgment and trust that only a human professional can provide. Thank you, Kristin Fairman. You’re such an asset to the CANA team! About CANA CANA is a veteran women-owned small business (VWOSB) that empowers federal and commercial organizations to thrive in a global digital world through precise and adaptable technology solutions. We fuse our rigorous analytics and top-tier talent with deep expertise in complex logistics to design customer-centric, powerful solutions. We strive to create an environment that allows our Team and Clients more time to focus on the things that matter most.

BY ERIC GOUMILLOUT, SENIOR ELECTRICAL ENGINEER In the 1960s, the Department of War funded a project that private industry wouldn't touch: ARPANET. Investors saw no immediate "shareholder value" in a decentralized network for data. Today, we call that moonshot the Internet. I’ve spent my career at CANA LLC operating in that same high-stakes space. We aren't just looking for incremental gains; we are pursuing the next Great Leap in energy logistics - the kind of innovation that only happens when federal research dollars de-risk the future. The Next Frontier: Wireless Power Transmission (WPT) Just as wireless networking transformed the internet from a desk-bound tool to a mobile utility, our work in WPT is redesigning energy infrastructure to be as mobile as the devices it powers, ensuring energy reaches the 'unreachable' without the constraints of a physical tether. The Military Case: We utilize Laser Power Beaming (LPB) to sustain surveillance drones in the air indefinitely and provide a 'set-it-and-forget-it' power solution for remote sensor stations, reducing the logistical burden and minimizing safety risks for operators. Simultaneously, we are leveraging 5G Wireless Energy to keep low-power sensors operational from a distance, creating a "perpetual" intelligence network. The Commercial/Residential Leap: This research is the "stress test" for a world where smart devices and home sensors never need a battery change. By perfecting these systems in the harshest military environments, we pave the way for a wire-free, battery-less "Internet of Things" in every home. Standardizing Resilience: The Power of TMS Connectivity is nothing without stability. My research into the Tactical Microgrid Standard (TMS) (MIL-STD-3071) focuses on how we integrate diverse power sources into a single, cohesive entity. The eTHOR Advantage: By applying TMS to the electric Tactical Humanitarian Operations Response (eTHOR) Mobile Power Station - an autonomous, electric, off-road vehicle with exportable power - we've learned how to connect mobile energy assets to a grid to make it run more efficiently while ensuring the entire network remains stable under stress. The Community Win: This isn't just for the battlefield. If neighborhoods and commercial hubs adopt the TMS standard, we create a "plug-and-play" ecosystem for energy. This allows local communities to integrate solar, wind, and mobile storage with unprecedented resilience—ensuring that when the main grid fails, the neighborhood stays on. Why Public Funding Matters Private industry is often tethered to the next quarterly report. A stronger commitment to shareholders than to the technology itself means they often cannot afford the inherent risk of research—where years of effort might yield no immediate product. Federal R&D is the only entity with the mandate to take those hits. By the time these innovations reach your smart home or your local utility, they have been refined in the crucible of defense research. Bridging the Gap At CANA, one of our roles is technology translation. We can take the raw data from DoW "moonshots" and model how they scale for a commercial warehouse or a residential smart-grid. The billions spent on defense research can pay dividends for every citizen across a spectrum of needs. This is the question: If the government hadn't taken the "unprofitable" risk on the internet 60 years ago, where would we be today? What "impossible" energy technology are you betting on for the next 60? __________________________________________________________________________________ About CANA.  CANA is a veteran women-owned small business (VWOSB) that empowers federal and commercial organizations to thrive in a global digital world through precise and adaptable technology solutions. We fuse our rigorous analytics and top-tier talent with deep expertise in complex logistics  to design customer-centric, powerful solutions. We strive to create an environment that allows our Team and Clients more time to focus on the things that matter most.

By Jack Murray, Senior Project Manager Generative AI and predictive modeling are rapidly transforming project management workflows. Every organization in the federal space is facing a significant hurdle: the need for trust-based AI. This is where we lead. At CANA, we are not just observing this transformation; we are actively engaging with it to deliver superior results for our clients and our own organization. Our domain experts and subject matter experts (SMEs) are the validators, verifiers, and accreditors: they drive trust through human-centric approaches to an AI transformation. Our CANA AI strategy for the Project Management practice focuses on three key areas: collaboration, implementation, and validation.  New AI tools give the organization the speed to deliver quickly, but our domain experts instill trust through collaborative stakeholder development. By maintaining this balance, CANA ensures our program and project management team remains as agile as the technology we use and as reliable as the professionals who lead it. Working with AI At CANA, collaborative work is driven through project leadership. We believe the future of project management lies in a symbiotic relationship between the domain expert and the latest Generative AI capabilities. We are actively working with the latest AI models to enhance decision-making and automate routine tasks. Our team is focused on identifying high-leverage areas where AI can truly augment human capacity, such as project kickoff and closeout, predictive risk assessment, resource optimization, and automated reporting. This evolution is made possible by the close partnership between our technical enablers—such as our data science team and systems engineers—and our domain-expert project managers, ensuring that the AI tools we build are both technically sophisticated and deeply rooted in real-world project requirements. This collaborative approach ensures that AI serves as a powerful tool for our project managers, allowing them to focus on strategic oversight and client engagement. CANA knows that leadership drives excellence, and tools such as generative AI and predictive modeling can drive more efficient day-to-day work. We understand the balance, and we achieve more through transformation. Implementing AI Implementing AI into project management is more than just adopting a new tool—it’s about integrating intelligent processes throughout the project lifecycle. We believe that for Generative AI and modeled results to be trusted, they must be understood by project stakeholders. This was the driving force behind a recent session at our CANA Program and Project Management (PPM) Offsite this past fall. Instead of a theoretical lecture, the session focused on AI in our daily routines. We gathered our project managers and Generative AI SMEs to collaborate in integrating Generative AI and prediction into their workflows. As a result, we are implementing AI-driven tools that can parse vast amounts of project data to pull key performance indicators (KPIs), identify patterns, and flag potential issues far earlier and faster than traditional methods. These tools assist in: Client & Executive Level Reporting: Generating and automatically updating deliverables status, financial, and risk management reports. Schedule Optimization:  Generating and adjusting project timelines based on real-time data and historical performance. Meeting Intelligence & Action Tracking: Utilizing AI-powered transcription and summarization tools to capture high-level strategic discussions.  Workload Balancing:  Distributing tasks efficiently across teams to prevent bottlenecks. This is where CANA’s domain expert provides the final human in the loop check, be it Project Manager or a Technical Delivery Expert, the up-front collaborative build of a system, or that final verification ensures that nuanced technical details are captured correctly before action is taken or they reach the client. The most important takeaway from our PPM offsite was that AI tools at CANA are designed to augment, not replace, the domain expert. By offloading the repetitive data-heavy tasks, our project managers are freed up to focus on what matters most: strategic relationships and complex problem-solving. This implementation process is guided by our commitment to transparency and ethical AI use, ensuring data privacy and unbiased decision-making throughout our projects.  Validating AI Use The effectiveness of any new technology must be rigorously validated. At CANA, we have established clear metrics for validating the use of AI in our projects. This includes comparing AI-assisted project outcomes against similar projects managed without AI, and focusing on key performance indicators (KPIs) such as accuracy, credibility, on-time delivery, budget adherence, and client satisfaction. We are continuously running controlled studies and collecting feedback to refine our AI models and integration methods. For example, this article was supported by AI that parsed our internal AI project management practices and values, but has been revised and validated by our project managers. Innovation in AI models is crucial in today’s rapidly evolving world, but ensuring their accuracy and efficiency is the key. Our validation process is designed to ensure that every implementation directly translates into tangible improvements for us and for our clients—smarter planning, more efficient execution, and more successful project outcomes. Our goal is not just to use AI, but to be a leader in demonstrating its validated, value-driven application in the complex world of project management.

CANA ENTOURAGE has been assessed “Awardable” for Department of War work in the Chief Digital and Artificial Intelligence Office’s (CDAO) Tradewinds Solutions Marketplace. This designation means our solution has met rigorous evaluation standards and is ready for rapid acquisition by DoW customers. The Tradewinds Solutions Marketplace is the premier offering of Tradewinds, the Department of War’s (DoW’s) suite of tools and services designed to accelerate the procurement and adoption of Artificial Intelligence (AI)/Machine Learning (ML), data, and analytics capabilities. CANA’s solutions are designed to deliver analytics-driven decision advantage for federal and commercial customers. Specifically, Operations research + software engineering to turn complex mission problems into deployable tools. Specialized expertise across defense logistics, energy, and multi-domain operations. CANA’s President & CEO, Rob Cranston, acknowledged this achievement and noted, "Being selected for the ADVANA Tradewinds Solutions Marketplace is a significant milestone for CANA. Tradewinds represents the Department of War’s commitment to accelerating the adoption of operational AI and advanced analytics at speed and scale. ENTOURAGE’s approval validates both the technical rigor of our cUAS solution and its relevance to contested mission environments. We look forward to supporting rapid acquisition pathways that deliver decision advantage to the warfighter.” CANA’s video, CANA ENTOURAGE, accessible only by government customers on the Tradewinds Solutions Marketplace, demonstrates how the ENTOURAGE software tool generates and coordinates defensive barriers of many unmanned systems. This capability is vital for protecting high-value assets—such as warships, ground units, and critical infrastructure—against modern, multi-domain threats, including drone and missile attacks. CANA was recognized among a competitive field of applicants to the Tradewinds Solutions Marketplace, whose solutions demonstrated innovation, scalability, and potential impact on DoW missions.  Government customers interested in viewing the video solution can create a Tradewinds Solutions Marketplace account at tradewindAI.com . Once logged in, government customers can access our video   here , or search for our video titled “CANA ENTOURAGE”. Through the Marketplace, customer organizations may communicate directly with CANA to get more information or request a demonstration. When ready to procure CANA ENTOURAGE, government customers may engage their local contracting support activity. If they do not have a local contracting activity, reach out to success@tradewindai.com  to be connected to the Tradewinds Acquisition Support team.  About CANA:  CANA is a veteran women-owned small business (VWOSB) that empowers federal and commercial organizations to thrive in a global digital world through precise and adaptable technology solutions. We fuse our rigorous analytics, top-tier talent, and specialized expertise to design customer-centric, powerful solutions. We strive to create an environment that allows our Team and Clients more time to focus on the things that matter most. For more information on CANA ENTOURAGE, contact: Chris Cichy, Director of Innovation & Strategy, ccichy@canallc.com , (951) 225-2419 About the Tradewinds Solutions Marketplace:  The Tradewinds Solutions Marketplace is a digital repository of post-competition, readily awardable pitch videos that address the Department of War’s (DoW’s) most significant challenges in the Artificial Intelligence/Machine Learning (AI/ML), data, and analytics space. All awardable solutions have been assessed through complex scoring rubrics and competitive procedures and are available to Government customers with a Marketplace account. Government customers can create an account at www.tradewindai.com . Tradewinds is housed in the DoW’s Chief Digital Artificial Intelligence Office. For more information or media requests, contact: Success@tradewindai.com

By Joe Moreno The first time you do it, it’s a hack. The second time you do it, it’s a trick. The third time you do it, it’s a best practice. CANA has developed an ideal modern approach to software development called CANABAN that’s perfect for project-based, budget-driven organizations. CANABAN’s 11 steps melds the best of Agile/Scrum and Kanban with project management’s best practices. We’ve successfully applied our CANABAN process to both product development and custom software for commercial and government clients, enabling effective asynchronous collaboration across a fully remote workforce spanning from Maine to Hawaii. Waterfall is the first, formalized software development process going back to the 1950s. Waterfall is a linear process where work flows in fixed stages, typically Requirements → Design → Implementation → Testing → Deployment → Maintenance before returning back to the first step. This is similar to how large-scale physical systems were developed. Think: Mercury, Gemini, and Apollo space programs. It was inherently a bad idea to change something during, say, the implementation stage that wasn’t incorporated into the requirements or design stage when building physical systems. However, over time, it was noticed that moving electrons, as is done in software development, is much more flexible and forgiving than moving atoms when creating interoperable systems. That led to the development of a range of Agile software development methodologies. While Waterfall is linear, Agile is iterative and adaptive, with frequent feedback, incremental delivery, and automated testing. Waterfall treats software development steps as discrete events, while Agile treats them as a continuous process. The rise of the World Wide Web in the early 1990s created a demand for many software engineers searching for the best way to develop and deliver software. In 2001, the Agile Manifesto  was published with a focus on four key values: 1. Individuals and interactions over processes and tools. 2. Working software over comprehensive documentation. 3. Customer collaboration over contract negotiation. 4. Responding to change over following a plan. Not only was software development changing rapidly in the 1990s and 2000s, but so was software deployment especially with the advent of cloud computing in 2006.  Today’s Two Leading Software Development Methodologies  The two leading Agile software development methodologies in use today are Scrum and Kanban. Scrum is known for its timeboxed iteration periods of software development called Sprints. Kanban is known for the exact opposite, continuous flow and incremental improvement without fixed iterations. Scrum originated before cloud servers, when deploying software was a major undertaking handled by system administrators. Each software release had to be fully packaged and production-ready, much like shrink-wrapped software distributed on disks or CD/DVD-ROMs. Cloud computing made deploying software to servers much easier by enabling automation in a process now known as Development/Operations (DevOps). Developers could simply check their code into a software repository which kicked off an automated build of the final product for testing and deployment.  While Scrum was a fast and iterative process, DevOps removed the need to tie deployments to fixed dates and times. Instead, as soon as a new feature was completed, it could be deployed into production. With DevOps, Developers and Operations Engineers (system administrators) could now work on the same team, or even be the same people. The old days of packaging software with a specific version number were gone when it came to deploying software on a server. In other words, Scrum works nicely for client software running on an individual’s computer (such as an updated operating system or web browser version); whereas software running on a server could be deployed multiple times in a day or week. We are familiar with different versions of Windows or macOS running on our computers such as Windows 11 24H2 or macOS Tahoe 26.2. But we don’t think of different versions of Facebook or X.com since updates can be deployed at any time. For example, Facebook typically deploys new code with bug fixes and new features three times per business day (morning, afternoon, and evening). CANABAN: The CANA Secret to Software Development The software challenge faced at CANA is that we are a matrixed organization. Our team members will work on multiple projects throughout the month so they are matrixed into different teams while working remotely and as asynchronously as possible. This allows us to share resources across multiple projects by giving everyone at the company monthly project time allocations. One person might spend 80 hours on Project A and another 80 hours on Project B; meanwhile, another person might spend 40 hours working on four different projects throughout the month.  So how do we ensure everyone is working as quickly as possible while keeping our developers, Project Managers (PMs), and Subject Matter Experts (SMEs) all in sync, on time, and within budget while maintaining expectations at every step? That’s where CANA’s 11 steps of CANABAN solved this challenge.  CANA’s CANABAN combines the best of Scrum with Kanban using Jira as the PM tool. 1. Backlog:  Anyone on a project can add issues to the backlog, such as new feature requests, bugs, tasks, user stories, etc. 2. SME Prep:  “Definition of Done” – Subject Matter Experts/Project Leads, through discussions with software developers, add details and clarification to each Jira issue with the goal of providing minimal future guidance. User interface (UI) mockups are ideal tools for conveying a feature’s intended behavior and user experience (UX). 3. Needs Estimate:  Software developers, through discussions with the SMEs, estimate how long it will take for a developer to complete and component-test a Jira issue along with creating end-to-end tests scripts. Software developer estimates are exclusive of administrative overhead such as meetings, rework, SLA, etc. Additional administrative overhead estimation is the responsibility of the Project Manager. Ideally, estimates should be generated by the developer who will be coding the tasks. Estimates older than one month should be revisited and updated if necessary.  4. Estimated:  The software developer will transition a Jira issue to Estimated once they have estimated a Jira issue. 5. Funded:  The Project Lead evaluates which of the estimated tasks can be completed within the allocated budget of time, money, and resources available (e.g. quarterly, etc.). Funded tasks are prioritized by the Project Lead and assigned a Label tag for the month’s targeted completion. 6. To Do  (with month’s due date): The Project Lead will transition tasks targeting the upcoming/current month from Funded to To Do in order to prioritize software developer efforts and update the Label with the targeted month. “If blocked then get ahead”: If a software developer with remaining allocated hours has completed all planned Jira issues for the current month, or they are blocked from transitioning any of their other active Jira issues, they should choose a Jira issue that’s most likely to target the following month and transition it to the To Do status. When doing this, they will update the month’s due date to the following month so PMs/PLs/SMEs recognize that this Jira issue was not required to be completed in the current month. 7. In Progress:  Software developers will transition Jira issues they are actively working on from To Do to In Progress.  8. Demo Ready:  Software developers will transition a Jira issue from In Progress to Demo Ready when they are prepared to review it with the SME or Project Lead. Additionally, the software developers will write end-to-end test scripts using the Cypress  framework. Over time, all of these test scripts are collected and automatically run when deploying into production, creating a growing suite of regression tests. 9. In Testing:  The Tester, typically a Subject Matter Expert (SME) or Project Lead, will conduct a comprehensive assessment of a Jira issue in a testing environment to ensure it functions effectively and aligns with the overall needs, scope, and integrity of the product. 10. Done:  The Tester will transition a Jira issue to Done once they have validated that it meets the definition of done. Trivial work (enhancements, adjustments, or changes) may be negotiated based on resource availability. Non-trivial work may require reprioritization of incomplete Jira issues or a new Jira issue added to the appropriate workflow step (i.e. Backlog, SME Prep, Needs Estimate, Estimated, or Funded). 11. Accepted:  The Product Owner transitions the Jira issue from Done to Accepted once they certify that it meets the needs of the broader business or user requirements and is ready for release or deployment. This is the final step in the workflow, as the task has passed all stages, including both development and formal approval, ensuring alignment with business needs. CANABAN is more than just a set of steps; it's CANA's proven secret to effectively managing a matrixed, remote workforce within budget. By combining the best of Scrum's structure and Kanban's continuous flow, CANABAN ensures that developers, Project Managers, and Subject Matter Experts stay in sync, delivering value efficiently and consistently from the backlog all the way to customer acceptance. CANABAN embodies the CANA culture by creating an environment that allows our Team and Clients more time to focus on the things that matter most. About Joe Moreno is the Director of Software Development at CANA, LLC. He cut his software development teeth while working as a software engineer at Apple Inc.  during the Steve Jobs era.