Transforming a Federal Agency

Chapter 11The Results—Where We Were in 2020

Results matter. I never doubted we would make improvements in HUD's financial and IT infrastructure. Quite frankly, it would have been impossible not to with HUD's state of affairs in 2017. The whole team in the Office of CFO and the agency at large is to be commended for HUD's improvements from 2017 to 2020. The turnaround was quite impressive.

The most significant factor to the turnaround was that the management team of the Office of CFO bought into the vision—and we worked together. Each member of that team embraced change, and was willing to think differently about their leadership role and the modernization techniques we were deploying. The turnaround would not have happened without their support, dedication, and willingness.

I believe President Trump's vision of bringing private-sector experience into government worked. There is nothing at all special about my brain; I honestly believe that. But what I brought to government was extensive business experience and understanding of financial excellence—which I then applied to help transform HUD into a more effective and efficient operation. To provide funds efficient to those in need, HUD requires a strong financial and IT infrastructure. Without it, funds are disbursed more slowly and are more susceptible to fraud, waste, and abuse. The biggest benefactor is the American citizen, whom all government employees serve.

Areas of Improvement

This chapter summarizes the following areas ...