There is a revealing detail in one of Kentro’s case studies. A federal agency needed to modernize technology serving more than 68,000 employees in more than 1,500 facilities. Some core systems had been running for over thirty years. Meanwhile, a hiring freeze increased the pressure on the people keeping everything working. The agency had to improve its infrastructure while continuing to use it. Imagine renovating a railway station with the trains still arriving.
- The job: modernize and operate the systems federal agencies depend on.
- The method: combine software, data, security, and the people who use them.
- The test: make everyday operations work better while changing what sits underneath.
The thirty-year-old system in the room
Kentro, formerly IT Concepts, is a federal technology services company. Its five practice areas are infrastructure modernization, data and AI, human capital, cybersecurity, and health. That list becomes more interesting when you realize how often the categories collide. A workforce dashboard needs trustworthy data. A cloud migration needs secure access. An improved clinical workflow needs software that clinicians can actually use.
In that nationwide IT assignment, Kentro describes supporting mainframes, databases, networks, and help desks. It automated more than 1,200 SQL stored procedures, managed thousands of SharePoint sites, and removed obsolete network code and more than 100 dormant IP addresses. Some of those addresses had accumulated over fifteen years. Modernization, apparently, includes a very consequential form of tidying up.
The company reports that network availability rose from 96% to 99% and that a known-issues database shortened resolution time by 25%. These are Kentro’s own figures from an anonymized customer account. Their value is in showing the work: record recurring problems, automate repetitive operations, and retire things that no longer belong in the network.
A contract is a promise to keep showing up
Consider the Veterans Affairs assignment announced in January 2025: a five-year, $665 million Endpoint Support and Operations Monitoring contract. The supported VA organization oversees nearly 600,000 endpoints across more than 1,400 facilities, alongside remote locations. The assignment covers program management, administration of systems and databases, technical support, disaster recovery planning, and modernization. Those devices sit inside a public service, with public consequences when they fail.
The $665 million is a contract value across five years. Treating it as annual revenue would give a very misleading picture. Kentro sells contracted expertise and delivery capacity, working both as a prime contractor and alongside other firms. Its procurement routes include government contract vehicles such as GSA’s Multiple Award Schedule. Buyers are agencies assembling defined programs, budgets, and obligations.
Its named customer roster includes the Social Security Administration, Federal Aviation Administration, Defense Intelligence Agency, and U.S. Special Operations Command, as well as VA. These are different institutions with different missions. The common ground is their need to run complicated technology under demanding security and operational constraints.
Health work also reaches beyond keeping devices available. In June 2026, Kentro announced that it would support VA’s Enterprise Standardization Informatics Pipeline with prime contractor Prometheus Federal Services. The work connects clinical informatics and enterprise standards to electronic health record modernization.
“Real standardization has to work at the point of care.”
Susan Castillo, Director of Delivery · June 2026
Start smaller than the problem
Another Kentro case describes an intelligence agency trying to merge two legacy mission-data systems. The company organized parallel Agile teams: one handled troubleshooting and upgrades while another integrated six systems. End users joined design sessions, helped shape a roadmap, and worked through prototypes. Kentro says it released a minimum viable product within three months, followed by major updates every two months.
There is a useful distinction here between describing an enormous destination and delivering something people can test. Kentro reports delivering more than 96% of committed story points in each sprint. That measures delivery against the team’s commitments; it does not, by itself, measure the mission’s success. The practical lesson is to make progress visible enough for users to challenge it.
The same logic appears in workforce analytics. One intelligence-agency account describes information spread across more than 25 systems, serving a workforce of over 16,000. Kentro built data pipelines, used Python for cleansing and reporting, developed dashboards, and taught staff to use self-service tools. Its reported 50% reduction in report-generation time followed work on both the data and the people handling it.
That sequence is worth copying: identify a repeated task, repair its inputs, automate it, and teach someone to use the result. It also suggests the limits. Without permission to connect systems, reliable data, agency participation, or security approval, a dashboard cannot deliver the intended benefit. Buying a tool leaves those dependencies in place.
The company behind the new name
IT Concepts began in 2003 and announced the Kentro name in March 2025. Kentro comes from the Greek word for “center.” Brand agency Bluetext helped develop the identity and website. The renaming gave a broader business a shorter name: the company now spans operations, software, workforce systems, and clinical informatics.
The McLean office includes the Estelle iLab, named for Maj. Raymond Estelle II, whom co-founder Pinakin Patel described as a military mentor. An eighteen-foot video wall makes a good photograph. Workshops and rapid prototypes give the room its purpose. The company also offers employees a design-thinking course and an annual $5,250 tuition reimbursement.
Its operating routines are equally revealing. Kentro describes monthly delivery audits and a self-assessment based on the government’s contractor performance criteria. In April 2026, Patel became Executive Chairman; Tom Swerdzewski took the co-CEO role for delivery and operations, and Tom Fogarty for growth and technology.
In a crowded federal contracting market, Kentro’s case rests on combining technical implementation with agency knowledge and sustained delivery. The interesting question for a buyer is whether that combination improves a particular service. The railway-station test applies: are the trains still arriving, and is the station getting easier to use?