By: Walt DeGrange, Senior Director of Analytics Introduction: The Gridiron’S Mathematical Frontier In the modern NFL, we are witnessing a sophisticated analytical arms race. Front offices have transitioned from rudimentary data tracking to deploying advanced quantitative researchers who build complex stochastic simulations designed to predict everything from injury risk to the optimal micro-seconds for a snap. However, as I established in my 2025 article, 'Predicting the Unpredictable: The Challenges of Analytics in the NFL', the primary hurdle is no longer the generation of data, but the organizational activation of it. The central conflict lies in the friction between the mathematical rigor of front-office simulations—often conducted in a low-stress, high-compute environment—and the intuitive, high-stakes reality of the Sunday sideline. For an Analytics Professional (AP), success is not defined by a model’s R-squared, but by whether a Head Coach trusts that model during a two-minute drill. We must bridge the gap between the "black box" of algorithmic output and the human psychology of technology adoption. To do so, we must move from the chaos of the game to a framework of mathematical and organizational rigor. 1. The Setup: Modeling Chaos with Small Sample Sizes NFL modeling is fundamentally more difficult than other major sports due to "Small Sample Bias." In an MLB season of 162 games, the "Flaw of Averages" is eventually mitigated by volume. In the NFL’s 17-game sprint, high stochasticity—driven by high-leverage, low-frequency events like turnovers or tipped passes—can cause massive variance. A single fumble can swing a team’s season-long Expected Value (EV) in ways that overfit a model to a single year's anomalies. To combat this, APs utilize robust stochastic simulations to generate "synthetic data," running thousands of iterations of a season to understand the full distribution of outcomes rather than relying on a simple point estimate. However, to a coach, these simulations often represent a "Black Box" that lacks the "smell of the grass." The "So What?" Layer: Mathematical rigor is a prerequisite, but it is insufficient for sideline survival. If an AP presents an elegant simulation result without acknowledging the high variance of high-leverage events, the coach perceives a lack of reality. We must stop presenting "the answer" and start presenting the "range of risk," moving from point estimates to distributions of outcomes to normalize the concept of variance for the decision-maker. 2. The Compelling Analytics Equation: More Than the Sum of Its Parts Even a mathematically "perfect" model will fail if the organizational culture rejects the delivery mechanism. Success in this environment is governed by a strategic equation: Analysis + Trust + Experience + Communication > Convince Them. As an AP, your role is not just as a "solver" of equations, but as a variable manager. You must optimize for Trust and Experience as aggressively as you optimize for predictive accuracy. Variable Failure Mode (If Variable is Zero) Analysis Guesswork: Decisions based on gut feeling without factual support. Trust Shelfware: A technically perfect tool that sits unused on a tablet. Experience Academic Exercise: A model that ignores weather, turf conditions, or player morale. Communication Static: High-level insights lost in a language the coach doesn't speak. The "So What?" Layer: To maximize the "Convince Them" side of the equation, the AP should adopt a "Sandbox Pitch" mentality. Instead of a linear briefing that forces a single conclusion, provide the coach with a menu of options—such as a 4th-down decision matrix based on varied aggression levels. By offering choices, you respect the coach’s professional agency while keeping the decision-making tethered to your analytical framework. 3. The Tylenol Paradox: Overcoming the Evolutionary Glitch There is an evolutionary hurdle in technology adoption known as the Tylenol Paradox. Humans trust what they physically observe (swallowing a pill) even without understanding the biochemical mechanics (prostaglandins). In football, coaches trust what they "see" on film but often reject a "winning" optimization model because they cannot "see" the simulation's thousands of iterations. As Confucius noted, "Now having listened to a man’s words I go on to observe his deeds." To overcome this paradox, the AP must move the coach from skepticism to trust through observable success. The "So What?" Layer: "Observe the Deeds, Not Just the Words." You must provide "relief" for the coach’s "headache." When a model-suggested personnel grouping results in a successful third-down conversion, the coach observes the "deed." These small, physical successes act as the "medicine" that validates the invisible math. 4. Building the Trust Pipeline: Swift vs. Conventional Trust is a temporal process, not a binary state. In the high-velocity environment of an NFL season, we must manage two distinct phases: Swift Trust: Established on "Day One" through role clarity. The AP must define themselves as a "variable manager" who provides the "promise of future collaboration," not a replacement for the coach’s intuition. Conventional Trust: Built over the 17-game season through a "Series of Small, Validated Commitments." The "So What?" Layer: Swift Trust gets the AP into the meeting, but only Conventional Trust keeps them on the headset. You build this by delivering on specific, small-scale commitments—such as a specialized kickoff return simulation or a red-zone package—where the model’s predicted outcomes are validated by Sunday’s results. Conclusion: Beyond the Model Success in NFL analytics is, at its core, an exercise in Change Management, not just data science. The most brilliant simulation is a failure if it remains "shelfware" because of a breakdown in trust, communication, or experience. As Analytics Professionals, we must adopt the "Field Guide" mentality: respecting the mathematical rigor of our stochastic simulations while prioritizing the humanity of the sideline. We must stop trying to "solve" the game and start trying to "support" the players and coaches who live it. When the coach views the data as a teammate—one that helps manage the "Flaw of Averages" and clarifies the distribution of risk—the Win Probability of the entire organization reaches its true potential. The goal is not a perfect model; it is a truly integrated analytics culture. __________________________________________________________________________________ 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 supply chain and 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: Luke Pilsl, CANA Futures Program Intern As my summer internship at CANA comes to a close, I want to take a moment to reflect on the experience and share my overall appreciation for the past couple of months. In fact, this was my first time working in a corporate structure and a full virtual setting coming into this role. The transition from a traditional office environment to a virtual work environment was definitely a change but it proved to be a great opportunity for growth personally and professionally. One of the most useful lessons I learned from this experience was how to best organize my virtual presence. If you don’t see your coworkers in person every day, learning how to communicate well online is a must. I received priceless information about how to present myself and speak so that others would understand me fully. I understand that learning how to manage my presence remotely, whether that be keeping my status updated, sharing progress efficiently, or ensuring my ideas come across clearly in digital meetings, is a skill that will apply to all areas of my future career. Beyond adapting to a virtual environment, another area where I noticed major growth was in my research capabilities. During my time at CANA, I had to delve deeply into complex topics that I had no previous knowledge in, specifically with regards to cutting edge RF technology. Instead of just jumping in without a clear direction, advice from Chris and Eric encouraged me to carefully plan my approach and gather solid information early on in the research process in order to truly grasp the concepts. Getting comfortable with technical topics that initially felt unfamiliar taught me how to break down complex problems and build a strong foundation of knowledge. Developing the skill to efficiently research and organize my ideas around the evidence I found made the quality of my work much higher, and it gave me the confidence to speak accurately on technical topics in meetings. Looking back on the entire summer, I am deeply grateful for how much CANA has taught me and for the opportunity to integrate into such a collaborative workspace. Being actively involved in a team dynamic taught me so much about how individual contributions fit into a larger goal. Specifically, stepping into group discussions and learning how to articulate solutions to complex problems allowed me to see firsthand how important thoughtful communication is in an engineering and corporate environment. Cooperating with peers and higher-ups, getting feedback, and working together toward a common objective gave me a much clearer picture of how real-world virtual workplaces operate and have given me skills and knowledge that I will carry with me in the future. __________________________________________________________________________________ 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 supply chain and 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: Jonathan Reid, CANA Senior Data Science Analyst Modern vehicles are essentially rolling data centers. They track thousands of telemetry variables, run complex real-world simulations across multiple internal Electronic Control Units (ECUs), and process massive streams of data pipelines just to keep you safely on the road. The engineering behind it is nothing short of a masterclass. For some, there is a unique thrill that comes with plugging a digital diagnostic tool into a car’s OBD2 port, booting up a mobile coding app, and modifying the vehicle's factory code. Within tech circles, "coding" your car has become a modern rite of passage, but let's be honest, no one is writing low-level machine code or rewriting safety algorithms from scratch. Instead, car drivers pay fifty dollars for a Bluetooth dongle to toggle a digital switch that forces the side mirrors to fold automatically when the doors lock. Or, perhaps they "hack" the central computing module just to disable the aggressive engine Auto Start/Stop feature, or change the dashboard boot-up animation to a flashing Rolls-Royce logo just for fun. It feels like advanced software engineering, but in reality, it is malicious compliance against the rigid rules of the engineers who designed the vehicle. This isn't just a one make and model phenomenon; drivers across the globe are bypassing factory restrictions. So, why do so many drivers feel the immediate urge to change factory settings the moment they get their new car home? Because of a classic disconnect in User Experience (UX) design. The factory engineers optimized the vehicle software for strict regulatory compliance, standardized corporate parameters, and theoretical laboratory environments. They built a flawless system on paper. However, they forgot to optimize it for a real human who wants to listen to a podcast without a seatbelt reminder endlessly chiming as they adjust their coffee in the driveway. When factory configurations actively fight daily habits, the operator will inevitably rebel. The Enterprise Parallel This digital tug-of-war isn't exclusive to car enthusiasts on Reddit. It is a daily reality in enterprise software deployment, logistics operations, and project management. If a tech leader deploys a massive, expensive new operations platform that forces users to jump through multiple counter-intuitive digital hoops just to input a daily logistics report, a predictable thing happens: the team will find a workaround. They will use spreadsheets, write custom scripts, or pass notes on paper just to bypass the rigid, unyielding software. True technological efficiency doesn’t come from forcing humans to adapt to the whims of a rigid machine. It comes from designing adaptable, customer-centric systems that naturally fit the workflow of the operator. Core design rules that serve the user include the following: Minimum Viable Click: Minimize steps and drop-downs. If an Excel macro can calculate a status instantly, software shouldn’t require eight screens. Latency over Aesthetics: Fast-loading, plain interfaces beat heavy, freezing dashboards. In tactical environments, speed is the ultimate feature. Automated Data Pipelines: Eliminate duplicate data entry. Systems must auto-pull existing log data instead of forcing manual re-typing. Good tech also includes these critical customer considerations: The Operational Environment: Users aren’t always at their desk with fiber-optic internet. Clunky software fails instantly in high-stress, low-bandwidth field settings. The Red Flag: When users build spreadsheets or macros, it is a design failure, not user error. Workarounds are product feature roadmaps for what the software should have done natively. Opportunity Cost of Wasted Manpower: Hours spent troubleshooting or coding ad-hoc dashboards are hours stolen from the primary mission. Tech must reduce overhead, not multiply it. The next time you find yourself modifying a software setting, tweaking a system layout, or looking for a spreadsheet workaround to make your day just a little bit smoother, remember this fundamental rule: good tech should serve the driver, not the other way around. Now, if you'll excuse me, I have to figure out why my car's custom ambient lighting just reset itself to factory orange. ____________________________________________________________________________ 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.

A WOSB/SDVOSB Brings Foundational Visual Integrated Tactical Logistics - Battlespace Management Aid (VITL-BMA) Expertise and Marine Corps Logistics Domain Knowledge to Fleet Integration Effort Gainesville, VA — CANA LLC, a Woman-Owned Small Business (WOSB) and a Service-Disabled Veteran-Owned Small Business (SDVOSB) specializing in analytics, operations research, program management, and supply chain solutions for the Department of War, today announced its teaming partnership with DEFCON AI in support of the Marine Corps' five-year, $115M Logistics Command and Control (LogC2) modernization prototype agreement with the Marine Corps. CANA will provide foundational software expertise, logistics domain knowledge, and field integration support as DEFCON AI serves as the software integration prime for Headquarters Marine Corps Installations and Logistics (HQMC I&L). CANA's involvement in this program predates the prototype agreement. The company built the original user stories, integration logic, and mission-critical math engines underlying VITL-BMA - the Marine Corps' Visualization, Integration, and Logistics Tool for Battalion-Level and Above - including the Class I (Subsistence) and Class V(W) (Ground Ammunition) supply calculators that form the analytical core of the system. CANA also provided critical technical support in data architecture logic for disaggregating data from the Marine Corps Total Force Structure Management System (TFSMS) to support Expeditionary Advanced Base Operations (EABO) mission planning. With VITL-BMA now transitioning from an R&D tool to a formal Program of Record under Program Manager Marine Air Ground Task Force Command and Control (MAGTF C2), the program demands both advanced optimization technology and deep institutional knowledge of Marine Corps Logistics planning and execution. "Getting VITL-BMA deployed rapidly means we can't build software in a vacuum—evolution has to happen alongside real-world feedback from the Fleet. By pairing DEFCON AI’s software design expertise —proven by the advanced optimization and planning capabilities they delivered for Air Mobility Command—with CANA’s foundational knowledge of VITL-BMA and Marine Corps Logistics planning and execution, we are bridging the gap between the algorithm and the Marine directly at the tactical edge. " — Jesse Kemp, Director of Logistics Programs and Capabilities, CANA LLC CANA is positioned to support Fleet Integration immediately, with personnel ready to deploy to major Fleet training events and to embed with critical stakeholders such as the Marine Corps Logistics Operations Group (MCLOG). The company will help design, implement, and execute USMC Fleet-wide training and support programs, to enable validation of VITL-BMA capabilities under real world operational conditions. CANA'S SCOPE OF SUPPORT INCLUDES: • Logistics domain expertise and USMC operational requirements • Continuity of the original codebase, integration logic, and supply calculator architecture • Fleet integration training and sustainment support • Marine Corps logistics planning and execution advisory support for operational test and integration events About CANA LLC CANA LLC is a Woman-Owned Small Business (WOSB) and a Service-Disabled Veteran-Owned Small Business (SDVOSB) headquartered in the Northern Virginia (NoVA) area, providing analytics, operations research, program and project management, and supply chain solutions to the Department of Defense. With active support relationships spanning the U.S. Air Force, Marine Corps, and Navy, CANA combines quantitative rigor with operational credibility to help warfighting organizations make better, faster decisions at every echelon. About DEFCON AI DEFCON AI, an insights company born in defense transportation and logistics, delivers next-generation modeling, simulation, and analysis toolsets tailored for resilient optimization of complex systems. Leveraging extensive expertise in artificial intelligence, mathematical optimization, data analytics, and world-class software engineering, our technology provides insights for better decisions in a complex and dynamically changing world. We empower clients to anticipate, assess, and mitigate the potential impacts of disrupted and non-disrupted networks, aligning outcomes with operational goals The views and conclusions contained herein are those of the authors and should not be interpreted as necessarily representing the official policies or endorsements, either expressed or implied, of the U.S. Government. MEDIA CONTACT Cherish Joostberns | CANA LLC cjoostberns@canallc.com | (808) 728-1180 www.canallc.com # # #

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.