As I’ve made my way through California’s governmental technology landscape this past year, one appointment has signaled a potential sea change in how the Golden State approaches digital innovation. When Governor Gavin Newsom appointed Rick Klau as California’s Chief Technology Innovation Officer in February 2021, it marked a distinct pivot toward Silicon Valley-style leadership within state government.
Having just wrapped up a sit-down conversation with Klau at his Sacramento office, I’m struck by both his pragmatism and ambitious vision. The former Google executive brings nearly two decades of private sector experience to a role that has traditionally been mired in bureaucratic processes.
“Government technology doesn’t have to move slowly,” Klau told me, leaning forward in his chair. “The pandemic proved we can deploy critical digital services rapidly when necessary. Now we need to make that the standard, not the exception.”
What distinguishes Klau’s approach is his focus on user experience—a principle deeply embedded in tech company culture but often overlooked in government services. During our conversation, he repeatedly returned to metrics that measure actual resident satisfaction rather than merely tracking project completion.
This perspective represents a fundamental shift in California’s technology strategy. The state has struggled with high-profile IT failures in recent years, including the notorious unemployment system crashes during peak pandemic periods. According to a 2020 report from the California State Auditor, these issues cost taxpayers millions while leaving vulnerable residents without crucial services.
Klau seems determined not to repeat those mistakes. “We’re implementing agile development methodologies across departments,” he explained. “This means building services incrementally, testing with real users, and improving continuously rather than unveiling massive systems that may not work as intended.”
His approach aligns with research from the MIT Technology Review that found government technology projects succeed more often when broken into smaller components with frequent stakeholder feedback. This methodology has proven effective in states like Colorado and cities like New York that have embraced digital service teams.
When asked about his priorities, Klau identified three key initiatives: modernizing the state’s digital identity systems, expanding broadband access to underserved communities, and creating a more unified data strategy across agencies.
“Right now, Californians interact with dozens of separate state systems, each requiring different credentials and offering different user experiences,” he said. “We’re working toward a future where residents have secure, privacy-preserving digital identities that work across services.”
This vision faces significant challenges. The California Department of Technology has historically operated with budgetary constraints that limit innovation. However, Klau points to the recent $6 billion federal broadband investment as an opportunity to accelerate digital transformation.
Technology policy experts have expressed cautious optimism about Klau’s appointment. Jennifer Pahlka, founder of Code for America and former U.S. Deputy Chief Technology Officer, told Wired magazine that bringing Silicon Valley talent into government can be transformative—but only with adequate institutional support.
Klau acknowledges these limitations. “Government and technology operate on different timescales,” he said. “We’re finding ways to balance innovation with the accountability and inclusivity requirements that are essential to public service.”
Perhaps most interesting is Klau’s approach to talent recruitment. Rather than simply trying to lure tech workers from high-paying private sector jobs, he’s establishing partnerships with state universities to create technology service fellowships. These programs allow students and mid-career professionals to contribute to public projects while gaining valuable experience.
“People are hungry for meaningful work,” Klau noted. “When technologists see the scale of impact possible in government—millions of lives improved through better digital services—many are willing to participate even temporarily.”
As our interview concluded, Klau showed me a dashboard tracking real-time usage of various state digital services. The metrics focused not on traditional government measurements like processing volume, but on completion rates, user satisfaction scores, and accessibility metrics across different demographics.
This data-driven approach represents a fundamental shift in how California evaluates technological success. It’s too early to determine whether Klau’s vision will overcome the institutional inertia that has hindered previous modernization efforts, but his initial moves suggest a promising direction.
For a state that houses the world’s technology capital yet struggles with government digital services, having leadership that understands both worlds may finally bridge that persistent gap. As Californians increasingly expect government services to match the quality of their consumer technology experiences, Klau’s appointment appears to be a timely response to those rising expectations.
The true test will come in the next two years as major systems undergo planned modernization. For now, California’s approach to government technology bears watching—not just for state residents, but for governments everywhere seeking to improve their digital presence.
