Barron has served as CIO since December 2021. Her public-sector career spans more than two decades and includes prior roles as deputy CIO at TxDMV, IT director at the State Office of Administrative Hearings and multiple leadership positions at the Texas Water Development Board. She holds a Master of Public Administration and a bachelor’s degree in computer information systems from Texas State University.
For more Q&A, see the video above.
IITX: 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 the chief information officer for the TxDMV, I define my role as being a strategic business partner to my executive peers and the agency’s leadership. My primary function is to ensure that our technology strategy is not just aligned with, but is a core driver of, the agency’s overall mission and business objectives.
The role of the CIO has evolved significantly in recent years. It has shifted from being a primarily operational and technical leader, focused on ‘keeping the lights on,’ to being a true business strategist. In the past, a CIO’s success was measured by system uptime and cost management. Today, my role is to be an enabler of business transformation. I am tasked with proactively identifying, vetting and implementing technologies that allow our business areas to innovate and improve their processes. This means I am deeply involved in conversations about enhancing service delivery for the citizens of Texas, creating efficiencies and using data to drive better decision-making for the agency.
IITX: In your tenure in this position, which project or achievement are you most proud of?
It’s difficult to single out one achievement, as I’m most proud of the overall transformation and renewed capability of our technology division. However, this is best illustrated by two interconnected successes.
First, from a public-facing perspective, I’m extremely proud of our successful, large-scale effort to mitigate temporary tag fraud. This was a critical issue for the state, and we took decisive action. My team partnered with the business to deliver the technology backbone for eliminating the old paper system and transitioning to more secure metal plates. This project not only solved a major business problem but also had a significant positive impact on public safety.
The second achievement, which was the foundational enabler for the first, is the internal turnaround of the IT Services Division itself. When I came into this role, the division was in a state of crisis. We were grappling with unstable systems, extremely high turnover and vacancy rates, and a poor track record of completing critical projects.
My proudest work has been leading the cultural and operational transformation of this division. We focused on the fundamentals: We stabilized our infrastructure, rebuilt the team by investing in our people, and fostered a new culture of accountability and excellence. As a result, we have dramatically improved system reliability, reduced our vacancy rates and now consistently deliver on our project commitments. This internal turnaround rebuilt the business’ confidence in IT and gave us the capability and stability we needed to tackle complex, high-stakes projects like the metal plate initiative.
IITX: What projects will you be looking to fund in this budget cycle?
For this budget cycle, our No. 1 priority is the continued execution and implementation of the Registration and Title System (RTS) Modernization project. This is the agency’s flagship transformation initiative, for which we successfully secured funding this biennium.
This project is more than just a technological upgrade; it’s a fundamental overhaul of a core legacy system. Successfully delivering on RTS will dramatically improve our operational efficiency, enhance security, and most importantly, provide a foundation for a new generation of digital services for the citizens of Texas. Our primary focus is on diligent execution to ensure we deliver this critical project on time and on budget.
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?
Over the next six to 12 months, our procurement landscape will be fundamentally shaped by the RTS modernization. This is our agency’s highest-priority initiative, and it will be the focal point of our major upcoming opportunities.
The centerpiece will be the large-scale RFP for the core modernization solution itself, which is currently in development. We encourage all interested parties to monitor the state’s official procurement portals for its release.
In support of that main effort, we will also be issuing several Deliverables-Based Information Technology (DBITS) statements of work (SOWs). These will be for smaller, but equally critical, foundational engagements designed to ensure the success of the overall modernization.
So, while the main RTS procurement is the primary event, savvy partners will recognize these crucial SOWs as significant opportunities to support our foundational readiness for this major transformation.
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” means fundamentally rethinking how we operate and deliver services by leveraging modern technology. It’s about three key things.
First, it is about taking legacy to modern, not just replacing old technology but also retiring the outdated business processes that were built around it.
Second, it’s about radically improving digital service delivery. This means putting the citizens at the center of our work and providing services that are intuitive, accessible and easy to use.
Finally, it’s about meeting people where they are, ensuring they can interact with us through the channels they prefer, rather than forcing them into a one-size-fits-all model.
In terms of our progress, I would say we are in the crucial early phases of our journey. The RTS Modernization is the cornerstone of our entire transformation. It’s the foundational project that will serve as the catalyst for everything that comes next.
As for how we’ll know when it’s “finished,” my perspective is that true digital transformation is never truly finished. It is not a single project with an end date, but rather a continuous state of evolution and improvement. We won’t measure success by a finish line, but by our outcomes. We’ll know we are succeeding when we see sustained improvements in citizen satisfaction, faster transaction times and an increased adoption of our digital channels. Success is when this culture of continuous improvement becomes simply “the way we do things” at the TxDMV.
IITX: What is your estimated IT budget, and how many employees do you have? What is the overall budget?
I lead the IT Services Division, which consists of 174 full-time equivalent staff.
From a financial perspective, our IT budget is comprised of three main components.
Our annual operational budget is approximately $26 million. This covers all the day-to-day costs required to run and maintain the agency’s current technology systems.
There are several IT capital budgets, which total roughly $49 million. This is allocated for data center services, PC replacements and other technology-related projects.
The Legislature has entrusted the department with a dedicated allocation of $125 million specifically for the execution of our multiyear RTS Modernization project.
While I don’t manage the agency’s overall budget, my responsibility covers this significant technology portfolio that is essential to every aspect of the department’s operations. For more information about the agency’s budget please refer to the General Appropriations Act from the 89th legislative session.
IITX: What do you read to stay abreast of developments in the government technology/SLED sector?
I use a multilayered approach to stay current, focusing on expert industry analysis, news from the SLED sector and direct peer insights.
First, for strategic industry analysis and forward-looking trends, I rely heavily on research from firms like Gartner. Their objective analysis of technology maturity, vendor landscapes and strategic planning is invaluable for making informed, long-term decisions and understanding how broad trends can be applied to the public sector.
Second, for news and case studies specific to government technology, I read publications like Government Technology* and StateScoop. And, of course, here in Texas, the information and guidance from the Department of Information Resources are essential for understanding state-specific policies and procurement trends.
Finally, I find the most practical insights come directly from my peers. I actively follow other state CIOs on LinkedIn and get a great deal of value from my participation in professional organizations like the Texas Association of State Systems for Computing and Communications (TASSCC). These channels provide candid, on-the-ground conversations about the unique challenges we all face.
This combination of expert research, sector-specific news and direct peer insight gives me a well-rounded and actionable view of the landscape.
IITX: What do you think is the greatest technology challenge in Texas?
From my perspective, it’s a three-level challenge: We must manage the issues of the past, the present and the future simultaneously.
The most immediate and foundational challenge is the modernization of critical legacy systems. These systems are the bedrock of state services but often hinder our ability to be agile and secure. This is our primary focus at the TxDMV with the RTS Modernization project.
The challenge of the present is the fierce competition for technology talent. We are competing with a booming private sector for the skilled experts needed to perform this modernization, which requires us as leaders to build a compelling, mission-driven culture.
Layered on top of all of this is the challenge of the future: the accelerating pace of technological change, especially around AI. AI presents massive opportunities for efficiency and service improvement, but it also creates an even greater urgency to move off legacy platforms that can’t support it.
Furthermore, in our specific domain at the Texas Department of Motor Vehicles, we are on the cusp of revolutionary technologies like autonomous and connected vehicles. This will fundamentally reshape our business and regulatory landscape. We must start building agile, data-centric systems now that can answer the questions of tomorrow: How do you title a vehicle with no driver? What are the data and privacy implications?
Successfully balancing these three challenges, clearing the debt of the past (legacy), winning the war for talent in the present and preparing for the disruptions of the future (AI and autonomous vehicles), is the greatest technology challenge we face in Texas.
IITX: What advice would you give to someone who would like to lead an IT department?
That's a question I care about deeply. My advice would center on three principles:
- Lead people, not just technology. The most critical shift for any new leader is realizing your job is no longer about being the top technical expert. Your primary role is to build, mentor and empower your team. Be the leader you would want to follow by creating a culture of trust, accountability and continuous learning. Your success is ultimately measured by the success of your people.
- Speak the language of the business. To be a true partner, you must understand the business' goals and challenges as deeply as you understand your technology stack. Frame your decisions and proposals in terms of business value — how will this improve service, generate efficiency or reduce risk? This is key to knowing which decisions are purely technical (your domain) and which are business decisions that you need to inform and support.
- Own your domain with excellence, and practice resilience. The business needs to have absolute trust that you are managing your core responsibilities, cybersecurity, infrastructure reliability and budget, with unwavering diligence. At the same time, you must recognize that there are many things you cannot control. The key to long-term success is resilience: the ability to adapt to changing circumstances and find creative ways to deliver value within the constraints you're given.
That's a critical question. I want to start by saying that I have a deep appreciation for why our procurement processes are so rigorous. They are designed to ensure fairness, transparency and accountability in how we spend public funds, and those principles are non-negotiable.
However, if I could change one thing, it would be to dramatically increase the velocity of the entire process, the time it takes to get from a defined business need to a solution in hand.
The core issue is that there is a fundamental mismatch between the speed of technology, which evolves in months, and the traditional pace of government procurement, which can sometimes take years. By the time a lengthy procurement process is complete, the technology originally sought may already be outdated, or the business problem we were trying to solve has changed. This delay directly erodes the value we can deliver to the agency and, ultimately, to the citizens of Texas.
My goal wouldn't be to cut corners, but to find ways to be more agile. This could involve breaking down massive procurements into smaller, deliverables-based statements of work and fostering earlier collaboration between IT, the business and our legal and procurement teams. The aim is to find a better balance between our essential diligence and the speed required to deliver value in a rapidly changing world.
IITX: How do you prefer to be contacted by vendors, including via social media such as LinkedIn?
I'm always open to hearing about innovative products and services that can benefit the agency, and the best ways to reach me are through email or LinkedIn.
Given the very high volume of inquiries I receive each week, I can't personally respond to every message. However, I can offer some advice for vendors who want to ensure their message is effective.
Be specific and relevant. The most successful messages get straight to the point and clearly articulate what problem your product solves and why it is relevant to a motor vehicle agency like ours. Show that you've done your homework on our mission and our known priorities, such as the RTS Modernization.
Focus on the value proposition. A generic sales pitch is far less effective than a concise message that demonstrates a genuine understanding of our context.
If an inquiry is compelling and appears to be a good fit for our needs, my typical next step is to connect that vendor with the appropriate director or subject matter expert on my team for a deeper evaluation. We are always looking for great partners, and a clear, well-researched message is the absolute best way to start that conversation.
IITX: How might vendors best educate themselves before meeting with you?
That's the most important question a potential partner can ask, and I appreciate it. The best way to prepare is to be ready for a specific business conversation, not a generic sales pitch. I would advise any vendor to take three steps:
- Understand our mission and domain. The most fundamental step is to know what our agency does and, crucially, what it does not do. For instance, a well-prepared vendor knows we are the Texas Department of Motor Vehicles (TxDMV) and that our responsibility is vehicle registration and titling. They know that the Department of Public Safety is the agency that handles driver licenses. A conversation that begins with that basic level of understanding is immediately more productive.
- Research our public priorities. All of our strategic priorities are a matter of public record. Before a meeting, I expect a vendor to have reviewed our website, our strategic plan, and our budget submissions to the Legislature. These documents clearly outline our major initiatives, like the RTS Modernization, and tell you exactly where we are focusing our time, energy and taxpayer dollars.
- Connect your solution to our needs. Finally, and most critically, be prepared to connect the dots. Don't just tell me about your product's features. Tell me specifically how your solution helps the TxDMV solve a problem or achieve one of our stated priorities. A statement like, "I see you are focused on RTS Modernization, and here is how our tool can help you de-risk the data migration portion of that project," is infinitely more valuable than a generic presentation.
IITX: What professional or affinity groups do you belong to? Do you volunteer and would you like to share that experience with readers?
I am active in a few key groups, both professionally and personally.
Professionally, my primary affiliation is with TASSCC (the Texas Association for Strategic Solutions and Collaboration in Computing), where I am honored to currently serve as treasurer and have been a member of the Board of Directors for the past three and a half years. This leadership role gives me a unique opportunity to help shape an organization that is critical for collaboration among IT leaders across Texas state agencies.
In addition, I participate heavily in AAMVA (the American Association of Motor Vehicle Administrators). This group is essential as it connects us with our counterparts in all 50 states, helping us align on national standards and learn how other DMVs are tackling the future of motor vehicle administration.
On a personal level, my volunteer time is dedicated to my son's school, a small Catholic school in Taylor. Because it is a small school with a tight-knit community, parent participation is vital. I actively help with the school's fundraising efforts and provide hands-on support for its major events throughout the year. It's incredibly rewarding to be an active part of his school community in such a hands-on way.
IITX: What conferences do you attend?
My approach to conferences is very focused, and I prioritize events that provide value in a few key areas.
First and foremost are the annual conferences for my primary professional organizations: TASSCC and AAMVA. These are essential for me. They provide an invaluable opportunity to collaborate in person with my direct peers, other Texas state CIOs and motor vehicle administrators from across the country.
For broader strategic insights and objective industry research, I make it a point to attend a major Gartner symposium when possible. This helps me stay ahead of high-level technology trends and inform our long-term planning.
Finally, I selectively attend specific industry or vendor conferences that align with our current projects and technology stack. For instance, I have attended events like BoxWorks in the past to do a deep dive into a platform that is relevant to a specific agency initiative.
This mix of peer collaboration, strategic research and targeted technology deep dives gives me the well-rounded perspective I need to be effective in my role.
IITX: What are you reading or listening to for fun? What do you do to unplug in your downtime?
For my personal reading and listening right now, I'm actually working my way through The Bible in a Year podcast. It has always been a personal goal of mine to read the Bible from cover to cover, and I've found the podcast is a fantastic resource to help guide me and keep me on track.
When it comes to unplugging and downtime, my time is centered on family and being outdoors. My first priority is spending quality time with my family. We love to travel and take several vacations a year; one of our family's "bucket list" items is to visit as many national parks as we can, so we try to incorporate that into our trips.
Beyond that, one of the best ways for me to truly disconnect is by helping my parents on our family's ranch. Heading out to the Texas Hill Country, being outdoors and getting my hands dirty is the perfect way for me to step away from technology and completely unwind.
*Note: Industry Insider — Texas and Government Technology are both part of e.Republic.
