Building NextGen
I founded NextGen Consulting, Inc. in 2006. For most of those years the work was modernization: tax, licensing, regulatory and public-service systems for federal, state and local agencies. They were large programs with many stakeholders and long timelines, the kind where the technology is rarely the hard part.
The hard part is always the same: fragmented ownership, approvals that nobody is accountable for, and a plan that everyone agrees with and no one is executing. Programs rarely collapse. More often they stall while everyone involved is working hard.