CACI

And I think they've discovered that, that, yeah, I mean, the big take-home tests, you know, I mean- I'll throw literally as many agile teams at it as I can to get as much done as possible, uh, up to the point where the integration of the team slows them down too much, right? Uh, and the on-site, uh, work is how much can you really get done in a day, right? And so you're not seeing, you're not seeing everything go through it, and so it's, it, it, it's hard with that.

And then how do you, you know, keep the, the most amazing ConOps artist, which, I mean, working at CACI, I mean, I've, I've seen some beautiful, like bring tears to your eyes ConOps diagrams that literally encapsulated in a diagram a 75 te- page technical approach just beautifully.

But that doesn't mean that they could do the work.

I mean, I mean, we could because, you know, I was gonna help run the contract, but, you know, the government doesn't know that.

If the employee was fired yesterday and talks to the press today, it's not admissible against the company.

Let's look at a harrowing real-world application of this from our sources, the civil litigation brief in Al Shamari v. CACI.

This is a high-stakes, incredibly heavy case involving the Abu Ghraib prison in Iraq.

The factual background is essential here.

The plaintiffs were former detainees who were suing CACI, a private military contractor that the US government hired to provide civilian interrogators at the prison.

The plaintiffs allege they were subjected to horrific abuse.

To prove their case, the plaintiffs wanted to introduce statements made by two specific CACI employees, Torin Nelson and Tim Dugan.

During depositions, Nelson testified that he heard Dugan casually boasting about severely abusing a detainee, specifically cuffing a detainee to an eye bolt on the floor and kicking a table so violently that it flew up and hit the ceiling.

company that I started recruiting in.

From there, I left and spent some time with CACI leading their talent acquisition operations programs and proposal team.

And then I moved on to Periton in 2020 as the TA leader for that organization.

I spent five years at Paraton leading a team that started out with 20 people and grew to about 130 by the time I left at the end of my five years.

So I've spent nearly now three decades, it's funny how time flies, in the data space.

Started back with the CACI, extracting ONS data to create an ACON classification.

And the buck really bought there because you understood how data was actually leveraged.

And I haven't looked back since then.