U.S. COAST GUARD MIGRANT INTERDICTION APP GOES LIVE 4
Discover how the U.S. Coast Guard's new Migrant Interdiction Operations (MIO) system, powered by Appian, is transforming seabased operations with real-time data and mobile capabilities, setting a new standard in mission-critical technology.
CRACKING THE CODE TO AGILE SOFTWARE DEVELOPMENT AT SCALE 8
Learn how Synergy’s DevSecOps software factory delivers hyper-performance with mission-critical quality.
A NEW ERA AT SYNERGY: LEADERSHIP TRANSITION MARKS AN EXCITING FUTURE
Synergy’s leadership transition ushers in a new era, with fresh vision from CEO J.C. Chidiac and CSO Byron Caswell guiding future growth.
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SynergyBIS
1902 Campus Common Drive Suite 430
Reston, VA 20191 www.synergybis.com
BUSINESS INQUIRIES
Graham Wallis, gwallis@synergybis.com
Steve Hofinger, shofinger@synergybis.com
Marshall DeMeritt, mdemeritt@synergybis.com
Editor-in-Chief
Chandan Mukhopadhyay
Managing Editor
Todd Schwartzrock
Photographers
Daniela Marie Canales
Samantha Baker
Contributors
Daniel Streicher
Marshall DeMeritt
Tiffani Haney
About Our Cover 04
A GAME-CHANGER AT SEA; THE U.S. COAST GUARD MIGRANT INTERDICTION APPLICATION GOES LIVE
The U.S. Coast Guard’s new MIO system revolutionizes migrant interdiction with real-time data and mobile access
CRACKING THE CODE TO AGILE SOFTWARE DEVELOPMENT AT SCALE
Learn how Synergy’s DevSecOps software factory delivers hyperperformance with missioncritical quality
This month’s cover features Synergy team members Tiffani Haney and Samantha Baker, photographed onlocation in Key West, Florida, standing proudly in front of a U.S. Coast Guard Cutter. Known for its essential role in interdicting migrants at sea, this vessel symbolizes the Coast Guard's mission to safeguard U.S. waters and provide humanitarian assistance. Tiffani and Samantha were in Key West to train Coast Guard personnel on the new Migrant Interdiction Operations (MIO) system—the first-ever Appianbased solution implemented by the Coast Guard.
The MIO system, eagerly anticipated by the cutter community, has shown its value in operational testing. Jennifer Ganoung of the USCG C5I Service Center noted positive feedback from cutter crews, who are already experiencing process improvements and the ability to access critical data in real time—making MIO indispensable for time-sensitive missions.
Synergy’s Managing Director Marshall DeMeritt praised the team’s dedication: “This milestone represents not just the culmination of hard work but the start of a new chapter in how we support the Coast Guard’s critical missions. Our focus on innovation and collaboration has been key, and I am excited about how MIO will enhance operational efficiency and deliver real value to USCG’s objectives.” His words capture the sense of achievement felt across Synergy.
A NEW ERA AT SYNERGY: LEADERSHIP TRANSITION MARKS AN EXCITING FUTURE
Synergy’s leadership transition ushers in a new era, with fresh vision from CEO J.C. Chidiac and CSO Byron Caswell guiding future growth
C5ISC ESD APP Branch Chief Jeff Stuart added that the MIO effort “represents an example for future application development in that we were able to expedite through the many facets of our work...to rapidly respond to the needs of the operator.” MIO sets a new standard for responsive development, while Tiffani and Samantha’s role in empowering Coast Guard personnel underscores Synergy’s commitment to mission-driven results in federal operations.
GAME-CHANGER AT SEA: U.S. COAST GUARD MIGRANT INTERDICTION SOLUTION GOES LIVE
This shouldnot bethe exception, butrather the standard.
-JeffStuart, C5ISCESDAPP BranchChief
Coast Guard Cutter Kathleen Moore interdicts an overloaded makeshift vessel with 14 migrants in Mona Passage waters north of Mona Island, Puerto Rico, Sept. 23, 2024.
This past month, Synergy achieved a major milestone with the deployment of the Migrant Interdiction Operations (MIO) tracking tool for the United States Coast Guard (USCG). Unlike solutions that merely meet statutory requirements without meaningful mission impact, the MIO system empowers the Coast Guard by enabling critical mission capability. Introducing Appian technology into the MIO system has given the Coast Guard a rapid application development platform tailored to their needs, including offline mobile capabilities that work seamlessly in their primary theater of operations. This
USCG Migrant Interdiction Operations (MIO) application permits the streamlined identification of individuals, family associations, and personal items.
marks a historic first, as the MIO is the very first Appian-based solution ever adopted by the USCG, setting the stage for future advancements in interagency data sharing.
In a recent conversation, Tiffani Haney, Synergy’s MIO Project Delivery Manager, shared her insights on the project’s evolution, the challenges overcome, and the overwhelmingly positive feedback from Coast Guard personnel who participated in the on-location training sessions in Key West, Miami, and Puerto Rico. Her firsthand experience sheds light on how the MIO solution has transformed the way the Coast Guard tracks and processes migrants.
A Critical Need Arises
The need for the MIO system began a few years ago when the
USCG found themselves overwhelmed by a sharp rise in migrant interdictions in the Caribbean. Where previously the Coast Guard had managed one or two dozen migrants per week, the numbers suddenly surged into the hundreds, far exceeding their capacity to handle the situation with traditional methods like Excel spreadsheets and manual paperwork.
“The conditions were extreme,” Tiffani explained. “The migrants often arrived on overcrowded, unseaworthy vessels, creating not only logistical challenges but also humanitarian concerns. Some were unaccompanied minors, others had medical needs, and amid all this, the Coast Guard had to identify those who might pose risks such as human trafficking or other illegal activities. It became a logistical nightmare.”
Faced with a situation where people were quite literally getting lost in the system, the Coast Guard turned to Synergy
Tiffani Haney, Synergy Deliver Manager, confers with USCG officers during last month’s MIO training in Key West, Florida.
personnel. Tiffani noted that the Coast Guard had specifically requested inperson training to ensure that their teams felt confident using the new system.
Tiffani recounted. This sentiment was echoed by personnel in Miami and Puerto Rico, where additional training sessions took place.
Tiffani shared a moment from
In May, Tiffani and Samantha Baker traveled to Key West to conduct the first in-person training sessions with USCG
Tiffani Haney conducts a hands-on training session for U.S. Coast Guard personnel in Key West, walking them through the new MIO system’s features. The session highlighted the system's userfriendly interface and advanced, disconnected mobile capabilities, tailored to enhance operational efficiency during missions.
CRACKING THE CODE TO AGILE SOFTWARE DEVELOPMENT AT SCALE
Synergy’s ability to deliver robust, mission-critical solutions for federal programs stems from its wellcrafted agile development methodology and software factory practices. In an indepth discussion with Daniel Streicher, Director of Innovation, and Chandan Mukhopadhyay, Founder and Board Co-chair, we explored how Synergy’s unique approach has enabled the company to overcome significant challenges and redefine project success in the highly demanding federal landscape.
The Challenge: Balancing Agility with Mission-Critical Demands
When tasked with leading the U.S. Air Force Contract Writing System (CON-IT) project, Daniel faced a fundamental challenge that is common in complex software programs—bridging the gap
between agile development practices and mission-specific requirements. The project’s development team operated with a regular cadence, completing three-week sprints and delivering incremental releases. However, despite these efforts, there was a critical disconnect: while the development team celebrated successful sprints, the customer was not seeing the timely delivery of features that directly affected end users.
“Initially there was a mismatch between what the team considered successful and what the customer ultimately needed to deliver operational capabilities to their end users,” Daniel explained. “A lot of times we were making significant incremental progress across multiple areas, with our sprint completion rates consistently over 85-90%—a metric considered successful by Agile standards. However, the
end users were measuring success by the number of new features and functions delivered in each cycle. In some cases, our high sprint completion rate wasn’t translating into many new features.”
Some features were designed to be completed over multiple PI (Program Increment) cycles, and as development progressed, we often uncovered additional nuances in the requirements. “Though these issues are generally part of Agile development, aligning the development effortswith real-world government obligations--ensuring operational capabilities are delivered at the end of every cycle--can be challenging and requires constant prioritization,” Daniel noted.
J.C. Chidiac, Synergy's CEO, added: “While we were meeting all milestones and delivering per the roadmap, we took a step back to reassess our delivery approach and align it better with operational capabilities. This allowed us to ensure that our progress was not just incremental, but impactful for end users."
gaps: “It’s easy to understand and celebrate incremental progress internally, but the real measure of success is when users can get their hands on the features they can use.” This insight prompted a shift in Synergy’s approach to emphasize mission alignment and iterative refinement.
The Turning Point: Implementing the Agile Scorecard
One of Daniel’s most impactful changes was the creation of an agile scorecard. This scorecard was designed to provide a clear, real-time snapshot of progress, ensuring that both developers and project stakeholders could see where the project stood against its strategic goals. “The scorecard tracked issues through sprints and showed how they aligned with enduser capabilities or features,” Daniel explained. “It also measured the maturity of requirements for each issue or feature, indicating if requirements were growing with time and predicting the likelihood of completion within the PI cycle using stoplight indicators. This transparency provided a clear view for everyone and enabled the team to stay mission-aligned. It also gave customers the option to reprioritize resources as needed.”
Chandan echoed this, reflecting on the strategic need to address these
Daniel Streicher, Synergy’s Director of Innovation and Agile evangelist shares a light moment with an attendee at Appian World, 2024
The Agile scorecard synthesized data from collaboration tools like Jira to produce automated reports that showed progress at both the sprint and program levels. This level of transparencyallowed the delivery team and the customer to identify where they were focusing on less critical features, sometimes at the expense of mission-critical
objectives. To address this, the development team and the customer’s functional analysts worked together to reprioritize focus. Chandan praised the change, noting, “We moved from trying to make ten things 80% complete to focusing on making five things 100% complete. This shift in priorities brought immediate improvements.”
Continuous Improvement: Deploying Automation
The implementation of automated processes was another significant step forward for Synergy’s development methodology. Deployment had previously been a manual, timeconsuming process that required careful coordination and often led to delays. Recognizing this bottleneck, Daniel led an initiative to automate deployment workflows, a move that drastically improved the program’s release cadence.
“Before automation, we were deploying weekly, sometimes less frequently. With automation, we scaled that up to daily deployments, and across multiple environments,” Daniel explained. This change increased deployment frequency tenfold, which allowed for quicker feedback, faster issue resolution, and more timely feature delivery. It also reduced the reliance on long code freezes, giving the team greater flexibility to respond to changing requirements.
This improvement was not only beneficial to the team’s internal processes but also demonstrated to customers that Synergy was committed to rapid, reliable delivery.
“Deployment automation reduced the time and effort
needed to get features into production,” Chandan added. “It built confidence with the customer and within the team.”
Embracing Test Automation and Reducing Bottlenecks
Manual testing had been another significant obstacle in achieving faster, more reliable software releases. Daniel’s team tackled this challenge by implementing a comprehensive test automation framework. “Testing used to be a bottleneck, slowing down our entire delivery pipeline,” Daniel noted. “With automation, we turned that into a strength.”
The new test automation framework was designed to be accessible to everyone on the team, from testers and developers to business analysts. This inclusivity transformed the way testing was approached, allowing for broader participation and faster identification of issues. “It’s about democratizing the process,” Daniel said. “We wanted to ensure that testing was’t just a task for a select few but part of the workflow for everyone involved.”
This shift aligned with modern testing methodologies, such as behavior-driven development (BDD) and acceptance testdriven development (ATDD), which promote shared responsibility and visibility. By implementing automated tests that could be integrated seamlessly into daily deployments, Synergy reduced the risk of undetected issues and ensured more consistent quality.
The Cultural Shift: Agile Thinking and Continuous Learning
The changes implemented by Daniel and the leadership team were not just processbased; they required a fundamental cultural shift within the organization. Embracing an agile mindset meant fostering an environment where failure was viewed not as a setback, but as an opportunity for rapid learning and adaptation. “Agile thinking is about finding mistakes faster,” Daniel emphasized. “That can be intimidating from a management perspective, but it’s essential for long-term success.”
To build this culture, Synergy introduced monthly “State of the Union” meetings to share progress, address concerns, and align everyone on the
next steps. “These meetings created a platform for open dialogue,” Chandan said. “They helped everyone feel involved and informed, which is critical when you’re asking people to adapt to change.”
Leadership played a key role in guiding this cultural shift. “It’s not just about mandating changes—it’s about showing why they’re necessary and how they benefit everyone,” Daniel said. The leadership team’s commitment to transparency and continuous communication was essential in gaining buy-in from all stakeholders, both internally and with the customer.
The Standard for Agile Development
The results of these efforts have been profound. Synergy’s agile scorecard brought clarity and focus to the development process, aligning team efforts
with mission-critical priorities. Deployment automation boosted productivity, increasing the number of releases from a handful each month to dozens across various environments. Test automation further improved the reliability of those deployments and reduced manual workload, allowing the team to focus on highvalue work.
Chandan summarized the transformation: “We’ve moved from a traditional, resourceheavy approach to one that’s more strategic, data-driven, and aligned with the customer’s mission. The tools and processes we’ve implemented aren’t just about speeding up delivery—they’re about enhancing quality and ensuring that our work truly supports the mission.”
Daniel added, “The most important takeaway is that
agile isn’t just a methodology— it’s a mindset. We’ve embraced a culture of continuous improvement, where every team member is empowered to contribute to better, faster, and more impactful solutions.”
Sustaining Agility and Innovation
As Synergy continues to refine its agile development practices, the focus remains on sustaining the momentum and building upon the lessons learned. The company’s commitment to innovation, combined with its agile mindset, positions it to meet future challenges and deliver solutions that are not only fast but also reliable and aligned with customer needs.
“The journey doesn’t end here,” Daniel said. “Technology and customer needs are constantly evolving. We have to stay proactive, keep learning, and continue to push the boundaries of what’s possible.”
Chandan echoed this sentiment: “Our goal is to set a new standard for what agile development can achieve in the federal sector. We’re proud of how far we’ve come, but we’re even more excited about where we’re going.”
Synergy’s journey from traditional development practices to a fully integrated software factory model showcases the power of innovation, teamwork, and a relentless commitment to mission success. It’s a story of transformation that serves as a blueprint for other organizations aiming to align agile practices with missioncritical goals and continuous improvement.
A NEW ERA AT SYNERGY: LEADERSHIP TRANSITION MARKS AN EXCITING FUTURE
On August 20, 2024, Synergy held its 3rd Quarter Townhall at the Sheraton Reston, marking a pivotal moment in the company's journey.
Livestreamed for employees across the country, the event featured company founders Sam Sarkar and Chandan Mukhopadhyay, who formally introduced the incoming leadership team: CEO J.C. Chidiac and Chief Strategy Officer Byron Caswell.
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Hosted by Susan Hammons and Todd Schwartzrock, third quarter’s townhall provided not only a platform to celebrate past achievements but also to usher in an exciting new chapter for Synergy.
Reflecting on the Journey
The event began with Sam and Chandan reflecting on Synergy’s growth from its humble beginnings in 2010 to its current status as a formidable mid-market federal systems integrator. Sam spoke of the challenges and milestones that marked Synergy’s development, underscoring the commitment and resilience that defined the company’s path. “This journey has not been easy, but it has been fun,” he remarked, highlighting the company's remarkable evolution from a small startup to a recognized leader in low-code application platforms and digital transformation. With over 700 employees and an extensive portfolio that includes
managing more than 90 applications for the U.S. Coast Guard, Synergy’s reach and reputation have flourished.
Chandan expressed deep gratitude for the dedication and sacrifices made by team members over the years. “You have your own fan clubs, not just among our employees but also with our customers,” he said, emphasizing the strong relationships built through hard work and mutual respect. This camaraderie and trust laid the foundation for the company’s success, allowing Synergy to stand out in the federal sector with its ability to deliver rapid, productionready solutions within 100 days.
A New Chapter Begins
The introduction of J.C. Chidiac and Byron Caswell infused the event with anticipation for what lies ahead. Both leaders bring a wealth of experience in scaling businesses within the federal sector. J.C., who previously served as COO of
ITG and spearheaded digital modernization initiatives at ICF, took the stage with an air of confidence and enthusiasm. “What drew me to Synergy is the culture of ownership and customer obsession that Sam and Chandan have built. This isn’t just a company—it’s their baby, and that level of care is rare,” he said, resonating with the company’s core values.
Byron Caswell echoed these sentiments, noting that Synergy’s focus on cuttingedge solutions in digital modernization, data analytics, and emerging technologies positions the company for robust growth. “The macro factors are aligned, and with the engineering talent we have, we are in a great position to lead in areas like agile application development and AI-driven insights,” Byron explained. His remarks signaled a commitment to building on the strong technical foundation already in place while expanding Synergy’s capabilities in new and strategic directions.
The transition to new leadership is more than a procedural change; it’s a strategic move designed to propel Synergy into its next phase of growth and innovation. Sam and Chandan emphasized that, while they are stepping back from daily operations, they will remain deeply involved as board members. This ensures that Synergy’s foundational principles—customer focus, innovation, and employee development—continue to guide the company’s strategy. “We are still here, still involved, but it’s time to bring in new energy and fresh ideas,” Sam said, reinforcing the message of continuity and change.
J.C. and Byron outlined a forward-looking vision centered around three strategic pillars: defense, diversification, and differentiation. This approach aims to strengthen Synergy’s existing customer base, broaden its capabilities, and solidify its reputation as a premier provider of digital transformation services for federal agencies. “We’re not just another company—we’re a company with a unique set of capabilities that we will continue to refine and expand,” J.C. declared, setting a confident tone for the road ahead.
Employee and Customer Engagement
A recurring theme throughout the townhall was the importance of maintaining
strong relationships with both employees and customers. Sam highlighted Synergy’s successful mentorship and certification programs, which have empowered employees to grow their careers within the company. “Our goal is to create an environment where our people feel like they have the best opportunities to grow here, within Synergy,” he said. This commitment to employee development has been a cornerstone of Synergy’s culture, fostering loyalty and high performance.
J.C. and Byron emphasized their dedication to this tradition, with J.C. pledging to be “a steward of your careers,” and ensuring that growth remains a collaborative effort. Byron spoke of leveraging Synergy’s deep technical talent to exceed customer expectations and find innovative solutions to complex challenges. Their unified message was clear: Synergy’s employees are the heart of the company’s success, and their development is key to the company’s continued growth.
Strengthening Partnerships and Innovation
The new leadership team also underlined the importance of strengthening partnerships and enhancing Synergy’s innovative capabilities. Byron highlighted opportunities for expanding into new markets and developing solutions that incorporate artificial intelligence, data analytics, and advanced automation. These advancements align with current federal trends and position Synergy as a forward-thinking partner capable of addressing the evolving needs of government agencies.
“Part of what sets Synergy apart is our ability to respond quickly to changing customer requirements while maintaining high standards of quality and security,” J.C. said. He underscored the company’s agility as an advantage that will be further amplified under the new leadership. This commitment to continuous innovation and adaptation is expected to drive not only internal growth but also deeper collaborations with customers.
Closing Remarks and Looking Ahead
As the townhall wrapped up, employees were invited to stay for refreshments and informal conversations with J.C. and Byron. The atmosphere buzzed with energy and optimism, as both in-person and virtual attendees left with renewed confidence in Synergy’s future and a clear understanding of the direction the company is heading.
The leadership transition marks the beginning of an exciting new chapter for Synergy—one characterized by a blend of continuity and transformation. With a solid foundation laid by Sam and Chandan and a new vision set by J.C. and Byron, Synergy is well-positioned to reach new heights in innovation, service delivery, and impact. The message from the townhall was resounding: this is a moment to build on past successes and forge a path to an even brighter future.
As J.C. aptly put it, “This is just the start. We’re excited to work alongside each of you to make Synergy an even greater force in digital transformation. Let’s embrace this new era and continue to achieve great things together.”
LEFT: Synergy's Q3 Townhall: Founders Sam Sarkar and Chandan Mukhopadhyay introduce new CEO J.C. Chidiac and Chief Strategy Officer Byron Caswell, sharing their vision for Synergy’s next chapter of growth and innovation.
