Colorado Department of Revenue

Michael Arrington

Michael Arrington is an enterprise strategy and innovation leader with experience spanning development, data, technology strategy and organizational transformation. His work focuses on using data, emerging technology and cross-functional alignment to improve digital experiences and support long-term change in complex organizations.

Turning Data into Better Decisions

Earlier in my career, I worked as a developer before moving into data. That experience shaped how I think about strategy today. Data is everywhere around us, but our responsibility is to harness it and turn it into information that can help us make better decisions.

At the Colorado Department of Revenue, we use data and resident feedback to understand why people come to our websites, what they are trying to accomplish, and where we can reduce friction. As we transform our DMV and Tax experiences, we are focusing on resident needs rather than what our platform can offer.

I also look at how people engage with us through different channels, whether they want to call, chat or interact in person. That helps us understand where we need to bolster the experience and how emerging technologies like AI can support it.

Using Data to Drive Long-Term Change

One lesson I learned in my career is that data at a point in time can be useful, but it is still only a point in time. When I think about where we need to be in five to 10 years, six months’ data can provide only a limited perspective.

I try to diversify our data sets to get as close as possible to a 360-degree view. Quantitative information is important, but I also want qualitative input from residents who use our tools and services. Market research and direct conversations help us understand the opinions behind the metrics and keep us from interpreting data beyond what it can actually tell us.

“When you have alignment, data and a clear understanding of what needs to change, determination means recognizing the right thing to do even when it is difficult.”

Transformational change requires time and money, and both are finite. That makes a multi-year vision essential. It helps us determine what needs to happen today so we can build on it next year, even as our goals evolve with new information.

We have seen that with our call center and website transformations. Our vision has continued to develop, but the priority remains meeting residents where they are and creating a digital experience that enables effective self-service. Having that longer view also helps us work through roadblocks when funding, grants or other resources do not come together as expected.

Change Designed around the People

I have learned that leadership means bringing people with you. A project can have the right technology and still fail if people do not know how to use it or do not have the resources to adopt it successfully.

Earlier in my career, I focused heavily on the back end and making sure everything worked perfectly. Today, I think more about getting people through the change curve and achieving the intended outcome. I would rather simplify a solution and extend the duration if that leads to higher adoption throughout the phases of change.

Making Space for What-Ifs

For technology and government professionals moving toward strategic leadership, I would encourage them to understand their stakeholders and learn from their expertise in the missions they support. I also believe leaders need intentional time to ask what-if and think beyond the constraints of the present.

Finally, determination matters. Transformational efforts take time, and roadblocks are inevitable.

When you have alignment, data and a clear understanding of what needs to change, determination means recognizing the right thing to do even when it is difficult. It also means being ready to seize opportunities when they appear.