Original broadcast 8/26/25
Presented by EY
Smashing Silos: The Law Enforcement Intelligence Revolution explores how federal law enforcement agencies are transforming their operations through advanced data management, modern technology, and organizational innovation. Presented by EY and hosted by Francis Rose, the program features insights from Mike Pingley, Executive Director of AI & Data at EY, and Tim Ferguson, Assistant Director of the FBI’s Criminal Justice Information Services (CJIS) Division. Together, they outline how law enforcement is overcoming the challenges of data silos, scaling for massive data growth, and adopting practices like federated data management, agile business frameworks, and cloud modernization. The program emphasizes how these efforts enhance public safety, increase operational efficiency, and prepare agencies for a future where artificial intelligence and data-driven decision-making are integral to success.
Breaking Down Data Barriers
Mike Pingley of EY opens the program by discussing the evolving nature of data in law enforcement and intelligence. For years, “big data” referred primarily to volume. Today, Pingley notes, the focus has shifted to velocity—the speed at which data arrives and how quickly it can be converted into actionable insight. This shift is critical for law enforcement, where rapid decision-making can mean the difference between life and death.
Pingley highlights the increasing complexity of data sources, from body-worn camera footage to diverse digital records. Managing this influx requires sophisticated tools, including artificial intelligence, to identify what is truly valuable within the noise. He explains the concept of “data momentum,” the idea that agencies must maintain speed and relevance throughout the data lifecycle—from intake to analysis to output. Losing momentum risks diminished utility and delayed response.
A key strategy Pingley advocates is a federated, decentralized model of data management. While “smashing silos” might sound like eliminating divisions entirely, Pingley argues that silos often contain deep subject-matter expertise that should not be discarded. Instead, agencies should retain these specialized domains but connect them through centralized governance, shared standards, and common processes. This ensures that each unit can continue to excel while contributing to an integrated organizational posture.
Pingley emphasizes that this approach requires more than just technology—it’s as much a cultural shift as a technical one. Success depends on agreements across business units about how data will be managed, shared, and utilized. Establishing common standards, maintaining transparency, and fostering collaboration across organizational boundaries are essential.
Ultimately, Pingley frames data management as a mission enabler. By accelerating the journey from raw data to usable intelligence, agencies can respond faster, operate more efficiently, and achieve better outcomes. This, he argues, is the core of “speed to value”—the ability to maximize the impact of data for the mission it supports.
Modernizing the FBI’s Data Mission
In the second segment, Tim Ferguson, Assistant Director of the FBI’s CJIS Division, offers a real-world view of how these principles are transforming one of the nation’s largest law enforcement organizations. CJIS, the FBI’s largest division, supports a wide range of customers—from teachers needing background checks to law enforcement officers relying on instant identity verification during traffic stops. The division processes thousands of daily tips through the National Threat Operations Center and manages massive datasets like the National Crime Information Center (NCIC) and the National Data Exchange.
Ferguson emphasizes that while CJIS’s mission has remained constant for decades—delivering timely, accurate criminal justice information—the methods have evolved dramatically. In 1999, fingerprint cards filled file cabinets. Today, mobile fingerprint devices return results in seconds, enabling officers to make immediate, informed decisions in the field. Over 92% of firearm background checks are completed within 15 minutes, a testament to the efficiency of CJIS’s systems.
A cornerstone of CJIS’s transformation is adopting lean, agile business practices. Ferguson launched a Value Management Office to align the division around customer needs and outcomes. This approach focuses on breaking down internal barriers, ensuring that the right people work together regardless of organizational hierarchy. The goal, he explains, is to organize around value—delivering tangible benefits to customers rather than simply following traditional structures.
Ferguson acknowledges that implementing business practices in a law enforcement context requires adaptation. Public safety imperatives and constitutional responsibilities must remain paramount. Yet, he sees significant value in applying private-sector concepts like continuous improvement, customer experience, and transparent leadership. Transparency, he notes, builds trust internally and externally. CJIS fosters this through regular communication, open forums with staff, and outreach to the public, ensuring stakeholders understand the division’s mission and progress.
Technology modernization underpins these efforts. CJIS is migrating major systems, including the National Data Exchange’s 1.6 billion records, to the cloud. This shift enhances scalability, security, and accessibility for over 19,000 partner agencies. Ferguson is also investing in an AI strategy to improve prioritization and decision-making. For instance, AI-powered threat-sensing algorithms help triage the thousands of tips CJIS receives daily, ensuring critical leads are addressed promptly.
Ferguson stresses that effective AI implementation depends on strong data foundations. “If you add a large language model to anything and you don’t have good data behind it, it’s not going to work,” he says. Accordingly, CJIS is working closely with its CIO to ensure data quality, modernize policies, and develop tools like chatbots to streamline access to vast datasets.
Looking ahead, Ferguson envisions a data mesh environment where users can access all CJIS holdings through a single interface. This will require both technical solutions—such as interoperable systems and federated architectures—and cultural change to sustain collaboration and innovation.
Pingley underscores the importance of this vision, linking it to the federated approach discussed earlier. Achieving interoperability without dismantling legacy systems is possible, he says, through modular technologies and pilot programs that demonstrate value incrementally.
Together, Ferguson and Pingley illustrate how modern data strategies, agile management, and emerging technologies are revolutionizing law enforcement intelligence. Their insights reveal a future where law enforcement agencies are not just data-rich but data-smart—capable of harnessing information to protect the public more effectively, efficiently, and ethically.