In his appearance on Fed Gov Today with Francis Rose, Gary Washington, former Chief Information Officer at the U.S. Department of Agriculture and newly appointed Chief Strategy Officer at ACT-IAC, offers a clear and candid look at what federal IT leaders face as the government reopens after the longest shutdown in history. Rather than framing the moment as a setback, Washington consistently presents it as a strategic opening—a chance for CIOs to modernize systems, strengthen services, and rethink how federal technology is delivered.
Washington begins by saying he sees tremendous opportunity ahead for federal agencies. With artificial intelligence accelerating, data consolidation becoming more urgent, cybersecurity concerns growing, and technical debt weighing down operations, agencies are standing at a crossroads. The shutdown, he suggests, makes the need for transformation even more obvious and even more urgent.
He emphasizes that IT leaders must think differently about technology delivery. Modernization isn’t just about upgrading systems; it’s about reshaping how agencies support their missions. Washington highlights artificial intelligence, cybersecurity, and reducing technical debt as areas where agencies must move aggressively.
But how should CIOs decide where to begin? Washington stresses focus and alignment. With so many competing demands—especially after a shutdown—CIOs risk spreading themselves too thin. The key, he says, is concentrating on the top priorities that leadership has set. He notes that cabinet secretaries and deputy secretaries define department-wide modernization goals, and CIOs must ensure their strategies match those goals. When everyone is working against the same plan, progress comes faster and with less friction.
Washington also underscores the importance of business partnerships inside the agency. Technology modernization does not live in the CIO’s office alone. He explains that CIOs must work closely with program offices and mission leads to make sure that modernization delivers real, measurable improvements to service delivery. Getting that alignment right early prevents wasted effort and ensures broad support.
One of the most compelling examples Washington offers from his USDA experience is the department’s massive network modernization initiative. USDA once operated 17 separate networks—far from efficient. Over time, those networks were consolidated into a single unified structure. The payoff? Washington notes a projected $700 million cost avoidanceover a decade. It’s a powerful reminder that modernization isn’t just about innovation—it’s about making government work better and cost less.
He also mentions successes in areas like data center consolidation and cloud migration, reinforcing that reducing technical debt yields benefits across performance, security, and cost. But Washington acknowledges that many agencies still depend heavily on aging legacy systems that are expensive to maintain and struggle to deliver the level of service customers expect.
To break through those barriers, Washington highlights the value of the Technology Modernization Fund (TMF). He describes it as instrumental for USDA, offering financial resources that traditional budget processes often cannot. While TMF investments must be repaid with a fee, Washington says the program can provide the catalytic capital agencies need to start large, mission-critical modernization efforts. For agencies unable to secure upfront funding through the yearly budget cycle, TMF represents a path forward.
Reflecting on the 2019 shutdown, Washington says USDA returned to normal “fairly quickly,” and he expects agencies today to move even faster. The pace of technological change—and the expectations of both internal staff and the public—has only accelerated. He anticipates a rapid push to resume operations and advance modernization goals.
Washington divides his perspective into two groups: career CIOs and political CIOs. For career CIOs, he says this moment is the chance to finally execute on ideas they’ve wanted to implement for years—modernizing systems, improving mission delivery, and eliminating outdated infrastructure. For political CIOs, he encourages embracing career employees, bringing them into the process, and ensuring they have ownership in the modernization journey. Collaboration between these groups, he believes, is essential for long-term success.
As he transitions into his new role at ACT-IAC, Washington explains that he will lead customer engagement, strategy, and government-industry partnerships. He plans to help guide innovation initiatives and support the broader community of federal technology professionals working to modernize government.
Throughout the conversation, Washington maintains a tone of optimism and urgency. He acknowledges the challenges ahead—compressed timelines, workforce strain, holiday disruptions—but he consistently frames them as manageable when agencies stay focused, aligned, and committed to change.
Ultimately, Washington’s message is clear: the shutdown may have paused operations, but it also created the perfect moment to refocus, reorganize, and push federal technology forward. With strong leadership, clear priorities, and engaged partners across government and industry, agencies can transform disruption into lasting digital progress.