Adam Howard

people with a lot of experience in Silicon Valley or in the world of IT outside of government. They could parachute in, work on solving those immediate problems, getting the project back on track. And so like VA, for example, is one of my favorites. When USDS kind of initially started working with them, there was some real challenges with veterans getting the benefits that they're entitled to.

people with a lot of experience in Silicon Valley or in the world of IT outside of government. They could parachute in, work on solving those immediate problems, getting the project back on track. And so like VA, for example, is one of my favorites. When USDS kind of initially started working with them, there was some real challenges with veterans getting the benefits that they're entitled to.

And USDS did a really good job of documenting the challenges that veterans were experiencing and getting some real change to happen within the VA itself. So I think that that was the direction that USDS was heading when Doge arrived.

And USDS did a really good job of documenting the challenges that veterans were experiencing and getting some real change to happen within the VA itself. So I think that that was the direction that USDS was heading when Doge arrived.

And USDS did a really good job of documenting the challenges that veterans were experiencing and getting some real change to happen within the VA itself. So I think that that was the direction that USDS was heading when Doge arrived.

The folks who are working for the Doge side of USDS are— They called all of the original or existing USDSers into meetings. And they were supposed to be like 15-minute long meetings. And they felt a little bit like an interrogation for the USDS folks, where they were being asked to talk about what work they were doing, why was it important, was it mission critical.

The folks who are working for the Doge side of USDS are— They called all of the original or existing USDSers into meetings. And they were supposed to be like 15-minute long meetings. And they felt a little bit like an interrogation for the USDS folks, where they were being asked to talk about what work they were doing, why was it important, was it mission critical.

The folks who are working for the Doge side of USDS are— They called all of the original or existing USDSers into meetings. And they were supposed to be like 15-minute long meetings. And they felt a little bit like an interrogation for the USDS folks, where they were being asked to talk about what work they were doing, why was it important, was it mission critical.

But the real challenge was that the Doge folks who came in did not identify themselves. They didn't explain who they were. They often were wearing—if the meetings were even in person, and some of them were not— the Doge folks were wearing White House visitor badges, but were saying things and acting as if they were the supervisors for USDS folks.

But the real challenge was that the Doge folks who came in did not identify themselves. They didn't explain who they were. They often were wearing—if the meetings were even in person, and some of them were not— the Doge folks were wearing White House visitor badges, but were saying things and acting as if they were the supervisors for USDS folks.

But the real challenge was that the Doge folks who came in did not identify themselves. They didn't explain who they were. They often were wearing—if the meetings were even in person, and some of them were not— the Doge folks were wearing White House visitor badges, but were saying things and acting as if they were the supervisors for USDS folks.

And it felt very confrontational, and it felt very kind of ugly. And The people who work at USDS take great pride in the work that they've done. But it's also really hard to condense something that you've done into 15 minutes or into a few sound bites. Since the Doge folks weren't interested in learning about that complexity. They weren't interested in getting into the details.

And it felt very confrontational, and it felt very kind of ugly. And The people who work at USDS take great pride in the work that they've done. But it's also really hard to condense something that you've done into 15 minutes or into a few sound bites. Since the Doge folks weren't interested in learning about that complexity. They weren't interested in getting into the details.

And it felt very confrontational, and it felt very kind of ugly. And The people who work at USDS take great pride in the work that they've done. But it's also really hard to condense something that you've done into 15 minutes or into a few sound bites. Since the Doge folks weren't interested in learning about that complexity. They weren't interested in getting into the details.

They just wanted to have some snappy two or five bullet explanation of this is what I've done in the last couple of weeks. And that's not how USDS has ever operated. We've often said the most good for the most people who need it the most. And when you have that mentality, that sometimes means that you're navigating through multiple different ways to accomplish things.

They just wanted to have some snappy two or five bullet explanation of this is what I've done in the last couple of weeks. And that's not how USDS has ever operated. We've often said the most good for the most people who need it the most. And when you have that mentality, that sometimes means that you're navigating through multiple different ways to accomplish things.

They just wanted to have some snappy two or five bullet explanation of this is what I've done in the last couple of weeks. And that's not how USDS has ever operated. We've often said the most good for the most people who need it the most. And when you have that mentality, that sometimes means that you're navigating through multiple different ways to accomplish things.

But it doesn't sound good as a bullet point.

But it doesn't sound good as a bullet point.

But it doesn't sound good as a bullet point.