Data engineering & integration · Data quality & reconciliation
02 AI & Machine LearningApplied machine learning · Generative AI
03 Software & Product EngineeringCustom application development · Legacy modernization
04 Cloud & CybersecurityCloud migration & modernization · Cloud operations & support
05 Acquisition & Financial ManagementAnalysis of Alternatives · Market research & COTS/NDI evaluation
06 Program & Project ManagementProgram management & PMO support · Process improvement
Reconcile the record · instrument the definitions · ship the smallest thing that runs · close the loop.
Readiness, sustainment, acquisition and program financial systems.
IntelligenceSecure analytics, transcription and technical talent for missions.
Federal CivilianEnterprise cloud, case workflows and public financial accountability.
State, Local & TribalFederal-grade accountability on a state or municipal budget.
HealthReliability, forecasting and workforce analytics for clinical operations.
Commercial & Small BusinessFor organizations that must defend an AI-assisted decision.
Where a customer can't be named, the component and scale are characterized instead.
ALL WORKGAO, CBO and IG findings, read closely and written up plainly.
ALL INSIGHTSEngineering, data science, and Ghost Works.
OPEN ROLES INTERNSHIPSHands-on projects and practical challenges, including our Drone Development internship.
EXPLORE INTERNSHIPS →Burn rate is a forward statement, not a historical one
Comptroller shops are asked to answer for a number, not publish it. That requires the assumptions to travel with the figure.
Most financial reporting in federal programs is retrospective by construction. Commitments, obligations and expenditures are reconciled on a cycle, published, and then interpreted by people who need to know what happens next.
The interpretation is where the risk lives. A burn rate presented without its assumptions invites everyone in the room to supply their own, and the resulting disagreement surfaces at exactly the wrong moment.
Continuous reconciliation changes the character of the conversation. When the question of what has actually been spent has one answer at any moment, attention moves to the forward view, and the forward view carries its assumptions with it.
Anomaly detection matters here for a narrow reason: it buys time. An outlier flagged in week three is a management decision. The same outlier surfaced in a quarterly report is an explanation.
None of this requires exotic tooling. It requires that the trail behind every figure be audit-ready by construction rather than by reconstruction.
If this describes a problem your program is carrying, the conversation starts with the question two systems answer differently.
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