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About

Small on purpose

Caprenna is two people — a chief executive and a chief technology officer, both electrical engineers by training. One runs the work in front of clients: what to fix, in what order, and what it's worth. The other runs the work behind it: the build, the systems, and the standard they're held to. You'll never be handed to someone junior, because there isn't one.

2026 foundedMarylandRevenue & operations engineering

The founders

Two engineers.
One discipline: measure first.

Neither of us came up through marketing. We came up through fields where a claim without an instrument behind it is just a guess with confidence — and where the requirement is defined, measured, and priced before anything gets built. That training is the firm.

Chief Executive Officer

The one who decides what it's worth

An operations executive and electrical engineer with more than a decade delivering mission-critical programs inside federal aviation — cross-functional teams of engineers, analysts and vendors, held to lifecycle baselines that were measured rather than asserted. Earned-value management, structured risk frameworks, and the unglamorous arithmetic of a work-breakdown structure, practiced in an environment where a slipped schedule grounds things that cannot be allowed to slip.

Then the other side of the table: chief operating officer of a growing professional services firm — the same species of business Caprenna serves. SOP-driven operations that cut onboarding and execution time by roughly a third. KPI- and EVM-based tracking that turned gut calls into readable decisions. Vendor relationships renegotiated, workflows automated, and a delivery culture built around dates with names on them.

What that buys you: the audit's findings arrive ranked by measured hours and priced at a fixed fee — because scoping programs against evidence is a habit formed where it was mandatory.

BS, Electrical Engineering CMMI Level 5 manager certification Systems engineering management Risk management (PMI-RMP training) $2.2M delivered program savings

Chief Technology Officer

The one who makes it run

An electrical engineer, former military engineering officer, and career instructor. Two decades of defining requirements, measuring performance against them, and pricing the work that follows — across contracted infrastructure portfolios that ran from $130 thousand to $600 million, with engineering oversight of more than a billion dollars in facilities behind that.

The range underneath it is unusual: a service-academy engineering degree and a master's in power electronics; high-reliability analog circuits designed for a major controls manufacturer; a decade in uniform practicing federal acquisition, cost analysis and mission performance assessment; years teaching undergraduate electrical engineering; and, most recently, the architecture and authored patent filing of an early-stage technology platform — specification, claim set and prior-art analysis, end to end.

What that buys you: delivered automations ship with evaluation suites that prove they do what was scoped — in your numbers, not ours. Fixed prices hold because the requirement was instrumented before it was quoted.

BSEE + MSEE, power electronics Engineer-in-Training, Maryland LEED AP Federal acquisition & contracting Provisional patent author Undergraduate EE instructor
0+ yrsCombined engineering practice
$0MLargest portfolio helped manage
0 degreesIn engineering, between two people

Why an operations firm is staffed like an engineering firm

Because it is one. The audit is instrumentation. The build is scoped from a measured finding, not an estimate. The price is fixed because the requirement was defined first. Everything Caprenna sells is that discipline, applied to the machine that brings a firm its customers — and the one that serves them.

The name

Caprenna

Three syllables — ca·PREN·na. One word, double N.

Caprenna was a hamlet in the Upper Valdarno in Tuscany, recorded in Emanuele Repetti's Dizionario Geografico Fisico Storico della Toscana in 1833. The settlement is gone. Only the Caprenne torrent still carries the name.

We liked that a place could leave behind something that keeps running.

Operating rules

Four things we put in every engagement

These came out of watching a finished build sit unused for seven weeks while everyone waited politely on an email. They're in the contract now, not the culture.

  1. 01

    One named client-side owner, with authority, agreed in writing before kickoff

    Every dependency belongs to a person. Not a department, not "the team."

  2. 02

    Every client-side task gets a date and a name

    Never "when you get a chance." That phrase is where engagements go to die.

  3. 03

    We hold the credentials, or we hold a working session

    Either we can do the step, or we're on the call while you do it. Never hand off and wait.

  4. 04

    A ten-day stall clock

    Anything sitting longer than ten days escalates to a phone call. Not another email.

Standing

Where we are

Caprenna is new. We're a Maryland firm working with professional services firms in the DMV region and beyond, and we'd rather say that plainly than dress it up. What isn't new is the method — it's written down, versioned, and we run it on ourselves first.

What we won't take on yet

No engagements touching protected health information until the compliance question is properly settled. It's the wrong first fight, and we'd rather tell you now than discover it in month two.

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