Peace Corps

David’s career spans from Army service (2001-2009), including deployments to Iraq and Afghanistan, to several contracting and federal service roles; his current role is as an IT Program and Engineering Services Manager with the Peace Corps. With degrees in IT and Cybersecurity, advanced training from the Army Management Staff College, and numerous professional certifications, including CISSP, David has evolved from military-technical roles through various IT management positions, establishing himself as a versatile technology leader.

Through this article, Hartshorn shares key insights and lessons learned from his role overseeing complex IT projects globally, with the aim of inspiring and guiding others in the government sector.

The government sector is often viewed as slow-moving when adopting digital transformation. However, as a leader in IT project management within the Peace Corps’ Office of the Chief Information Officer, I’ve witnessed firsthand how strategic planning, robust project governance, and cross-functional collaboration can accelerate digital initiatives and improve mission delivery.

Digital transformation in government isn’t just about technology—it’s about aligning systems, processes, and people with the overarching mission of serving the public.

The Role of Leadership in Digital Transformation

Leadership is the cornerstone of any successful digital transformation effort, particularly in the government sector, where projects often span multiple agencies, stakeholders, and even international boundaries. As Supervisory IT Program Manager at the Peace Corps, I’ve worked with diverse teams to implement IT solutions that support domestic and international operations. One of the most critical leadership responsibilities in this space is fostering a culture of collaboration and accountability.

For instance, leading the IT Project Management and Engineering Services (PMES) team requires technical expertise and the ability to manage administrative and human resource functions. Establishing clear performance expectations, providing mentorship, and resolving challenges are essential to keeping teams aligned with strategic goals. Successful digital transformation begins with leaders empowering their teams, ensuring alignment with agency objectives, and navigating the complexities of federal IT regulations.

Aligning Technology with Mission Objectives

One of the biggest challenges in government IT is ensuring that technology investments align with the agency’s mission. The Peace Corps’ mandate to support volunteers across the globe required us to implement IT solutions that were scalable, secure, and adaptable to diverse environments. Utilizing a structured Solutions Delivery Framework (SDF) methodology, we systematically developed and implemented IT solutions that addressed these unique challenges.

Digital transformation in government isn’t just about technology—it’s about aligning systems, processes, and people with the overarching mission of serving the public.

For example, managing the lifecycle of IT projects—from concept development through implementation—helped ensure resources were allocated effectively and that risks were mitigated early. Focusing on project governance could align IT investments with the agency’s strategic growth and volunteer support goals. This principle can be applied broadly across the government sector: successful digital transformation isn’t about adopting the latest technology but about using technology to enhance the agency’s ability to fulfill its mission.

Overcoming Challenges in Federal IT Transformation

Digital transformation in the government sector often faces unique challenges, such as limited budgets, strict compliance requirements, and resistance to change. In my experience, addressing these challenges requires strategic planning, stakeholder engagement, and robust project management.

For instance, one of my primary responsibilities involved overseeing the Peace Corps’ IT project portfolio for Infrastructure Services and ensuring compliance with federal IT regulations. This required developing comprehensive project documentation, including charters, management plans, risk assessments, and deployment strategies. It also involved creating meaningful status reports to maintain executive-level visibility and accountability.

Another critical factor was fostering collaboration across various teams, both internal and external. By building strong relationships with Peace Corps leadership, external government agencies, and technology partners, we were able to break down silos and ensure that IT initiatives were aligned with broader organizational goals. These lessons highlight the importance of communication and transparency in overcoming challenges and driving successful outcomes.

The Future of Digital Transformation in Government

As technology evolves, the government sector has an incredible opportunity to harness digital tools to improve efficiency, transparency, and public service delivery. However, achieving this requires adopting new technologies and rethinking processes, policies, and workforce capabilities.

The lessons I learned at the Peace Corps suggest that a successful digital transformation strategy must be rooted in strong leadership, mission alignment, and a commitment to continuous improvement. By embracing these principles, government agencies can overcome obstacles and create a future where technology catalyzes innovation and impact.

Digital transformation in the government sector is no small feat, but it is necessary. With the right leadership, strategic planning, and focus on mission objectives, agencies can leverage technology to better serve their stakeholders. My experience in federal IT has taught me that the journey to digital transformation is as much about people and processes as it is about technology—and that the rewards are well worth the effort.