Technology Services Engineered For Resilience

Petronella Technology Group was founded on a simple premise: technology should reduce risk, not create it. For over two decades we have served organizations that cannot afford downtime, data loss, or compliance failures - defense contractors preparing for CMMC 2.0 certification, healthcare practices navigating Office for Civil Rights expectations, financial services firms maintaining SOC 2 alignment, engineering firms protecting CAD intellectual property, law firms with privileged client matter, and growing enterprises that have outgrown their current IT support model. We are headquartered in Raleigh, NC and deliver remote-first across the continental United States with on-site dispatch in Wake County.

The credentials matter because the engagements matter. Craig Petronella holds an active CMMC Registered Practitioner certification and is listed publicly as CMMC-AB Registered Provider Organization #1449. He is MIT-Certified in Artificial Intelligence and Blockchain, holds a CCNA, is a Certified Wireless Network Expert (CWNE), and operates as a Digital Forensics Examiner under license #604180. The engineering team holds additional CMMC-RP certifications. Petronella Technology Group has maintained a Better Business Bureau A+ rating since 2003 and operates a 24/7 hybrid AI plus human SOC. These are auditable credentials backed by ongoing investment in the standards that protect your business, not decorative badges to fill out a pitch deck.

Every engagement follows a structured methodology: discover, design, deploy, and sustain. Pricing is custom because environments are unique - two organizations with identical headcount can have wildly different compliance scopes, after-hours coverage requirements, regulatory exposure, and incident history. The 30-minute discovery call produces a written assessment with every line item spelled out. There are no per-incident bills, no surge pricing during outages, and no mystery line items at the bottom of the invoice. The economics work for both sides because the work is contracted upfront, not invented when things go wrong.

The shift from reactive to engineered is the single largest factor in whether technology becomes a force multiplier or a tax. The math compounds: a proactive patch program prevents the incident that would have cost three days of revenue and triggered a breach-notification obligation. A tuned EDR alert pipeline catches the ransomware behavior 60 seconds in rather than 6 hours in. A quarterly compliance evidence run keeps the auditor from finding a gap that requires a Plan of Action and Milestones to remediate. Each of these compounds over a year into the difference between a clean operating record and a series of avoidable losses.

The methodology exists to make the engagement legible to everyone in your organization - the CEO who wants to know what value is being delivered, the operations lead who wants to know when the next change window is, the finance leader who wants to know what the next quarter looks like, the compliance officer who wants to know what evidence is collected and when. Discovery is the most undervalued phase. The temptation is to skip it and start deploying tools, but the engagements that produce the best outcomes are the ones where discovery surfaced an environment fact that changed the design - an undocumented application that drove a different EDR vendor, an unmapped network segment that changed the segmentation plan, a compliance scope decision that pulled a subsidiary into or out of the boundary.

The matrix above is a starting point, not a contract. Every engagement is scoped to the specific environment, after-hours coverage requirements, regulatory exposure, and risk tolerance of the organization. CMMC Level 3 environments, healthcare environments with extensive Business Associate Agreements, and financial services environments with broker-dealer obligations frequently require tighter contracted numbers than the standard tier above. Those tighten happens during the discovery and design phases so the operating SLA matches the regulatory reality.

Two organizations with the same headcount can have wildly different engagements. A 40-person dental practice with two locations and one Microsoft 365 tenant runs at a very different operating cost than a 40-person defense subcontractor preparing for CMMC Level 2 with three CUI enclaves and a manufacturing floor full of legacy Windows 7 controllers. A 200-person law firm with a single office and a clean Active Directory runs differently than a 200-person engineering firm with five offices, three CAD vaults, and ITAR-flagged technical data. The headcount is the easiest variable to measure and the least informative variable in the actual cost equation.

Custom scoping happens during the discovery phase. The written assessment that follows has every line item spelled out: per-user managed services, per-server infrastructure management, security operations subscription, compliance program retainer, project work as fixed-fee milestones, and the small platform fee that covers the tooling stack. There are no surge rates, no per-incident bills, and no overage fees on the recurring contract. Project work that falls outside the recurring scope - infrastructure refresh, cloud migration, compliance attestation, penetration test - gets quoted as a fixed-fee deliverable with acceptance criteria.

The payment terms are upfront for fixed-fee milestones because that is how a 23-year-old business serves clients without lending them working capital. Recurring services bill monthly on standard net terms. The economics work because the engagement is scoped to be sustainable on both sides - we are not subsidizing the relationship and you are not paying for surprise capacity. If the scope changes mid-engagement, the change order is presented in writing with the cost impact before the work starts. No surprises.

If you are evaluating across multiple pillars, the discovery call is the highest-leverage way to compare. We map your current state, your target state, and the gap between them - then surface which pillar to start with and which to sequence later. Most engagements start with the most acute pain (a recent incident, an imminent audit, a vendor that just gave notice) and expand from there once the operating cadence is established.