Gorgees Eskander is the chief information officer for the city of Midland. Eskander first joined as a PC support specialist in 2013 before gradually working his way up to the CIO position in December 2024. He has served the city for 12 years, with this December marking his first year as the city's CIO. Industry Insider — Texas: As CIO of your organization, how do you describe your role? How have the role and responsibilities of the CIO changed in recent years?
As CIO, I make sure every technology project we undertake aligns with the city's strategic goals and council priorities. For me, that means driving efficiency, finding ways to do more with less, and ensuring that technology isn't just a back-office function but a driver of transformation. I work hand-in-hand with the City Manager's Office, and IT is always at the table when new initiatives are being shaped. Over the years, the role of the CIO has shifted dramatically; it's no longer just about keeping systems running. Today, I am expected to be a strategic leader, an innovator and a partner in shaping how government serves our residents.
IITX: Can you highlight recent modernization projects that have had the biggest impact on residents or city operations?
We are especially proud of our award-winning Council Operational Dashboard. It gives leadership real-time visibility into operations and provides the transparency our residents expect. Our SeeClickFix app has also been a game changer; it allows residents to report issues directly, while at the same time helping us track performance through defined service-level agreements across departments. That accountability has raised the bar for service delivery. On top of that, we launched our AI-powered chatbot, Jacky, which gives residents 24/7 access to answers. Together, these projects have transformed how Midland interacts with residents and how we deliver services.
IITX: Have you integrated any emerging technologies (AI, IoT, data analytics) into city operations? If so, how are they being used?
AI is no longer a future concept in Midland; it's already in use, and we are scaling it further in FY26. Today, we use AI in Transportation to scan storm drains, in Solid Waste to optimize trash routes, and in Utilities to detect underground leaks with satellite imagery, enabling proactive repairs and prioritization. For me, AI is about practical problem-solving; every project is designed to deliver real-world results, saving costs, preventing failures before they happen and improving services for residents.
IITX: What projects will you be looking to fund in this budget cycle?
In the FY26 budget cycle, I am focused on funding AI and automation initiatives that expand across multiple departments. These include legal research, adaptive traffic signals, code enforcement monitoring, planning support for the 10-year comprehensive plan, public safety monitoring, Jacky 2.0, and AI for IT operations. Each of these projects is designed to deliver measurable improvements in efficiency, accountability and resident service.
IITX: What big initiatives or projects are coming up? What sorts of developing opportunities and RFPs should we be watching for in the next six to 12 months?
The major RFPs I am preparing will focus on three mission-critical systems: Utility Billing, Health and Public Safety CAD/RMS. These RFPs will be released in FY26, with planned awards in FY27. Modernizing these platforms is essential to maintaining reliable, secure and efficient operations. Together with the AI initiatives I am funding this year, these system replacements will form the foundation of the next stage of Midland's digital transformation.
IITX: How have vendor relationships shaped your modernization journey, and what do you look for in a technology partner?
Vendor partnerships have been critical to our success. We value partners who understand the unique challenges of the public sector and who are willing to be creative. Through these relationships, we have achieved more than $700,000 in one-time project savings this year, with many vendors capping renewals at 3 percent or offering pricing below market. That kind of collaboration has allowed us to stretch our budget further while still delivering major modernization initiatives.
IITX: How do you define "digital transformation?" How far along is your organization in that process, and how will you know when it's finished?
For me, digital transformation is about rethinking how government delivers services. It's not technology for its own sake; it's about accountability, transparency and efficiency. One way I have driven transformation is by saving over $1.2 million in recurring annual costs through disciplined audits of unused software and being willing to pull the plug on projects that weren't delivering value. That discipline freed resources to fund AI and modernization projects that are now transforming service delivery. And while we have made huge strides, I don't believe digital transformation is ever "finished." It's a continual process of improvement.
IITX: What is your estimated IT budget, and how many employees do you have? What is the overall budget?
Our IT budget for FY26 is close to $20 million, and I lead a team of 42 full-time employees across six divisions: Infrastructure, Technology Services, Security Operations, Project Management, GIS and Enterprise Applications. This structure gives us the specialization we need while keeping the organization lean and efficient. By collaborating across these divisions, we have delivered results well beyond our size, from award-winning dashboards to cutting-edge AI deployments.
IITX: How do you prefer to be contacted by vendors, including via social media such as LinkedIn?
The best way to reach me is through my city of Midland email, though I also stay active on LinkedIn. What I appreciate most is when vendors take the time to learn about our priorities before contacting me. The best conversations happen when a vendor understands our goals and comes prepared with solutions that align with our strategy.
IITX: How might vendors best educate themselves before meeting with you?
The best way vendors can prepare is by understanding Midland's strategic priorities before they walk in the door. That means knowing where we are on our digital transformation journey, what our council priorities are, and what major initiatives we already have in progress. I expect vendors to do their homework; read about our award-winning Council Operational Dashboard, learn how we're already using AI in areas like storm drains, Solid Waste and Utilities, and understand that we're preparing RFPs for Health, Public Safety, and Utility Billing. The conversations that stand out are the ones where vendors can connect their solutions directly to the challenges we're trying to solve, rather than giving me a generic sales pitch.
IITX: What conferences do you attend?
I regularly attend TAGITM and Government Technology* events. In FY26, I also plan to participate in Smart Cities Connect and other conferences focused on AI and smart city innovation. These allow us to learn from peers, see the latest technologies and bring ideas back to Midland.
IITX: What's next on your modernization road map?
My road map is centered on putting AI to work where it delivers the most impact: improving efficiency, speeding up services, and lowering costs. In FY26, I will launch Jacky 2.0 and department-specific AI agents. I will also deploy AI for legal research, adaptive traffic signals, code enforcement, city planning and public safety monitoring, and integrate AI into our data center and security operations. We're also rolling out AI-based dashcams for the city fleet and using those same tools to generate a Pavement Condition Index for better road management. At the same time, I will release RFPs for Health, Public Safety CAD/RMS, and Utility Billing systems, with awards planned in FY27. Together, these initiatives will help Midland deliver services faster, more reliably and at a lower cost to taxpayers.
IITX: Which technologies or trends are you watching most closely for municipal government?
The trend I am watching most closely is AI in municipal government; not the hype, but the practical applications that cities can use today. Alongside AI, I am watching innovative city technologies that enable predictive analytics, automation and real-time data. These are the tools that will help us stretch every tax dollar and provide residents with more innovative, faster services.
IITX: If you could start over, what would you do differently based on what you've learned so far?
If I could start over, I would double down sooner on auditing unused systems and consolidating vendors. The savings I have realized, over $1.2 million in recurring annual costs, prove the value of disciplined financial oversight. I would also put even more focus on preparing staff and residents for AI adoption earlier, because success depends as much on people as on the technology itself. Sometimes that means making the hard calls, like pulling the plug on projects that aren't delivering value, so resources can be redirected to initiatives that truly matter.
*Government Technology is a sister publication of Industry Insider — Texas.
