Original Broadcast Date: 04/26/2026
Presented by GDIT
Gary Owen, Associate Administrator at the Drug Enforcement Administration (DEA), offers a candid look at how law enforcement is rethinking technology strategy to keep pace with an increasingly complex and fast-moving threat landscape. In his conversation on Fed Gov Today, Owen makes it clear that the long-standing “buy versus build” debate is effectively settled—at least for the DEA. The agency is firmly focused on acquiring best-in-class commercial technology rather than attempting to build solutions in-house.
Owen explains that the nature of the DEA’s mission drives this decision. The agency operates at a speed dictated not by internal preferences, but by external threats, particularly drug cartels that are constantly adapting their tactics. In this environment, developing custom software internally is simply too slow and impractical. Instead, the DEA looks to private industry, where companies are producing advanced tools that can be deployed quickly and effectively.
However, adopting commercial technology comes with unique challenges. Unlike many other organizations, the DEA must ensure that every tool and piece of data can withstand legal scrutiny in court. Owen emphasizes that this requirement fundamentally shapes the agency’s approach to technology. For example, artificial intelligence cannot be a “black box.” Any insights or conclusions generated by AI must be explainable and defensible, as they may ultimately be presented as evidence.
Speed remains a central theme throughout Owen’s discussion. Compressing the acquisition cycle is not just a goal—it is a mission requirement. If it takes too long to identify, procure, and deploy a technology solution, the operational advantage is lost. Criminal organizations are constantly evolving, and law enforcement must move just as quickly to remain effective. Owen notes that while the DEA must still follow federal acquisition rules and encourage competition, it is actively working to streamline processes to deliver capabilities to the field faster.
Another major challenge the DEA faces is the sheer volume of data involved in modern investigations. Owen describes a shift from being “data poor” to “data saturated.” A single warrant can generate tens of thousands of data points, including emails, photos, call records, and location data. This overwhelming volume makes it difficult for investigators to quickly identify relevant information. As a result, the agency is prioritizing tools that can rapidly triage data and surface actionable insights.
Owen compares this process to assembling a puzzle, where investigators must piece together fragments of information to build a complete picture. But unlike a typical puzzle, this work must be done under intense time pressure, often faster than criminals can change their behavior. This need for speed and accuracy reinforces the importance of adopting intuitive, user-friendly tools that require minimal training. DEA agents are not data scientists, and the technology they use must be accessible and efficient.
Beyond technology, Owen highlights the importance of workforce and organizational change. The DEA is rethinking how it hires and develops talent, focusing on bringing in individuals with the specific skills needed to support the mission. Simply increasing headcount is not enough; the agency must ensure that its workforce has the right capabilities to operate in a data-driven environment.
This shift also extends to how the agency manages change internally. Owen acknowledges that adapting to new technologies and processes can be challenging, particularly in large organizations where employees may be accustomed to established ways of working. Encouraging a mindset that is “comfortable being uncomfortable” is essential for staying agile and responsive.
At the same time, Owen underscores the importance of usability in any technology the DEA adopts. Tools must be easy to understand and quick to learn. If a system requires extensive training, it is unlikely to be used to its full potential. This focus on simplicity ensures that agents can integrate new capabilities into their workflows without slowing down operations.
Ultimately, Owen presents a clear picture of an agency that is adapting its approach to meet the demands of modern law enforcement. By prioritizing speed, leveraging commercial innovation, and focusing on workforce readiness, the DEA is positioning itself to respond effectively to evolving threats. His insights highlight a broader lesson for government: success in today’s environment requires not only advanced technology, but also the agility and mindset to use it effectively.