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Matthew Burton

I work to improve your government. National security, technology, and public service advocacy.

The common theme in my career thus far has been the improvement of government. Sometimes this means working as a civil servant. Sometimes it means educating the public about how they can help. Right now, I do it by building tools that help servicemembers do their jobs better.

I'm a generalist. In a pinch, I can recruit a 100-person team; lead said team; negotiate a commercial lease; start a literal fire; put out a figurative fire; build a database; design a logo; manage a renovation; format a document with LaTeX; source wholesale electronics; find a benefits plan; write a speech; give a speech; improve your soil; and maintain a web server. This makes me an ideal fit for organizations in transition, where the pace is too fast and the needs are too nebulous for narrow specialists.

I believe that American democracy's biggest problem is bystanders: the gap between the public's desire for a better government, and the public's willingness to pick up a shovel and start doing the work they so badly wish were performed better. An organization's success is a matter of the talent and passion of its people. If all the talented people who are so eager for a better government would pour that passion into action---in the streets, in a voting booth, but also in the halls of bureaucracy---they'd soon find themselves out of things to complain about.

Profile photo by Maria Baranova @photo_by_baranova

Highlights

Aug 19 · linkedin

This is the fourth and final post in a series about #govtech fellowships. The first post is here: https://lnkd.in/ey9vz_Qu

4: Use the fellowship as a lever for organizational transformation.

The ultimate purpose of a fellowship program is not to simply bring fresh blood into the door for a short stint and have them build some good products. The time and energy you spend creating the program calls for a much bigger payoff. Your actual goal—the real utility of fellowships—is to create the proof of concept for an organization-wide change in your operating rhythm.

This is the most valuable lesson I can share. I didn’t learn it until after we had launched the program at CFPB. One of the germs of the program was a chapter I had written for an O’Reilly book the previous year (linked below). At the time, I thought, Hey, wouldn’t it be cool if we could get a bunch of people in here at once to create a flood of talent?

…and yeah, it was cool. But the thing I didn’t notice until we were in full swing was that there was no reason we shouldn’t be working like this all the time, fellowship or no. The work required to execute the fellowship was how I wanted the team to work in perpetuity.

Everything you will do to set up your program for success—recruiting, internal communication, candidate evaluation, orientation, collaboration with business customers, embedding tech staff with those customers—all of that work is actually practice for the steady state operation of your entire organization. Forget about limited stints. 𝗧𝗵𝗶𝘀 𝗶𝘀 𝘁𝗵𝗲 𝘄𝗮𝘆 𝘆𝗼𝘂𝗿 𝗜𝗧 𝗼𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻 𝗼𝘂𝗴𝗵𝘁 𝘁𝗼 𝗯𝗲 𝘄𝗼𝗿𝗸𝗶𝗻𝗴 𝗮𝗹𝗹 𝘁𝗵𝗲 𝘁𝗶𝗺𝗲. Think about this as you go about setting up the program.

And if you’re lucky, a lot of the people you recruited will share this long-term mindset. This was the most pleasant surprise for me. I wrote about this concept in 2009, thinking earnestly that two years of service was the best we should hope for. How foolish. The very best part of the CFPB’s inaugural fellowship cohort was the permanence of the people: It’s 10 years later, and some of those people are still at CFPB. They include some of the most freakishly talented people I’ve ever worked with, like Adam Scott and Stephanie Osan. Others who came from industry left CFPB but have stayed in public service, like Scott Cranfill and Ben Guhin Delphine. Still others are now leading great digital firms that cater to the public sector, like Jennifer Ehlers, Eduardo F. O., and Shashank Khandelwal.

My point is, your program should aim to change a lot more than a few products. It should change your team, your organization, and your government.

Good luck.

Apr 16 · linkedin

Digital transformation is an analog problem.

People have been asking me about #FAFSA—Did I see problems while at FSA? What ARE the problems? How do we keep this from happening again?—and I keep coming back to that mantra.

People want the problem to be simple—to think that if we just get this one quirky line of code fixed, it’ll work. They’re missing the point. The root cause of this problem is the same as healthcare.gov or any other govtech failure: the civil service is not empowered to deliver great tech. Salaries haven’t kept up with industry. The hiring process is broken. So we outsource everything, and our remaining talent goes with it. The people who are left must navigate a dizzying maze of regs like PRA. We hired them decades ago to build tech. Now we expect them to have the knowledge of a regs attorney, w/o training and on ¼ the salary. This is why the computers are broken.

This isn’t a FSA problem. It’s like this everywhere:

I noticed it at DIA in 2003, where we had routine, hours-long LAN outages. I noticed it when I saw that most IT staff were contractors with little awareness of the mission.

I noticed it at CFPB in 2010, when hiring anyone took me eight months, and when I had little say as to whom I hired. This decision is mostly HR’s, and HR is required by regs to select applicants based solely on the unjustified claims in a rèsumè. I noticed that selected applicants often lie on their rèsumès, but there’s nothing I can do about it without delaying the hiring process another eight months. This is the reality of federal hiring.

I noticed it while I was a DoD vendor. I noticed that DoD buyers have little technical know-how and will believe any cockamamie thing a vendor tells them. I noticed that due to this lack of know-how, DoD’s acquisition choices have little to do with product quality, and a lot more to do with the number of retired DoD execs in your C-Suite. And I noticed that because of these factors, DoD invests its R&D money into companies that are far better at politics and casual corruption than they are at R&D.

This is why digital transformation is not about ones and zeroes. There is tons of non-technical machinery undergirding a successful digital product. This machinery has suffered for decades at the hands of laws, regulations, and salaries built for a bygone era when technology was not the primary mode of government service delivery.

The problems at the heart of every high-profile failure also plague every single government digital project—even the ones that are great. Which ones become visible failures is mostly a matter of luck, politics, and a journalist’s interest. No matter the project, the fix is the same: we need to invest more in the workforce. Any transformation—digital or otherwise—comes down to the courage with which we attack that problem.

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Matthew Burton
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Experience

Marketing Director at Hadron Industries
Chief Operations Officer at Hadron Industries

Education

BA, Public Policy Studies, Duke University
Masters, Interactive Telecommunications (ITP), New York University

Location

Brooklyn, NY, United States