Former Federal Tech Leaders Push for Government Delivery Reform

Why It Matters

Their combined insider expertise and private‑sector methodology could speed up federal digital modernization and improve program delivery, while offering a template for supporting talent during abrupt career changes.

Key Takeaways

• Harding authored a five‑year IRS digital transformation plan before departure.
• Klovers’ career spans over two decades in federal IT and grants oversight.
• Their startup, We The Doers, offers consulting on delivery reform and modernization.
• They stress emotional support for federal workers facing unexpected exits.

Pulse Analysis

The exodus of senior technologists from federal agencies has become a growing concern, as agencies grapple with aging legacy systems and a shortage of digital talent. April Harding’s move from the IRS—where she pioneered the first in‑house user‑experience team—underscores the difficulty of retaining leaders who can bridge cutting‑edge private‑sector practices with public‑service constraints. Similarly, Maureen Klovers’ two‑decade track record across USDA’s Rural Development office illustrates the depth of institutional knowledge that often departs with seasoned officials.

We The Doers, the consulting venture co‑founded by Harding and Klovers, positions itself as a conduit between government and industry, delivering hands‑on delivery expertise to accelerate modernization initiatives. By packaging lessons from high‑impact projects—such as the IRS’s five‑year digital roadmap—and applying them across agencies, the firm promises to reduce implementation friction and foster cross‑government learning. Their advisory model also targets state and local entities, encouraging a broader ecosystem of best‑practice sharing that could lift overall public‑sector performance.

Beyond technical guidance, the duo emphasizes the human side of federal employment, noting the emotional challenges that accompany abrupt exits. Their advocacy for structured transition support and mental‑health resources could influence policy discussions on workforce resilience. If embraced, this holistic approach may not only retain critical talent but also create a more adaptable, delivery‑focused federal apparatus capable of meeting the rapid pace of digital transformation demanded by citizens and policymakers alike.