Transforming public services: why people, partnerships, and tackling technical debt matter most

I have spent my career working across financial services, software development, Central Government, Welsh Government and Local Government. Along the way, I have seen for myself how expectations of public and private services have shifted. People now expect government services to be as straightforward and reliable as their favourite apps or banks. Yet all too often, they encounter outdated forms, endless phone queues, and websites that simply do not work. Digital transformation is not just a buzzword. It is the only way to make public services fair, reliable, and sustainable.

In my experience, new technology is rarely what holds us back. The real challenges are almost always about people and the way they work together. New solutions are often designed for outdated systems rather than actual requirements. One of the biggest challenges we face in the UK is technical debt. Many essential systems still run on technology built decades ago. Upgrading them is not just expensive, it is risky and slow.

Digital initiatives may be launched with great enthusiasm, only to stall because teams were not given the space to experiment or learn from mistakes. The best approach is always to start by listening. Spending time with users and colleagues, not just in workshops but alongside them in their daily work. Understanding day-to-day roles reveals practical barriers and opportunities that would never have come up in formal meetings.

Teams need protection from short-term pressures and the freedom to test new ideas and learn from what works. Investing in people matters just as much as investing in platforms. When teams are trusted to try new approaches and learn from experience, the results are far more sustainable than any technology upgrade alone.

Having worked across multiple sectors, I have come to appreciate how each sector has shaped my approach to transformation. In banking, I learned the discipline of risk management and the importance of robust processes and systems. My time in software development showed me how small teams can move quickly and adapt to change. Working within government, both centrally and locally, I saw how policy decisions directly affect service delivery and how those services touch people’s lives. Regional collaboration has taught me the value of place-based thinking and the impact of local context. What stands out most is how the private sector brings speed and technical expertise, while the public sector instils humility and a strong sense of duty. I have found that the best results come from combining these strengths to deliver better public services.

It is tempting to believe that the private sector can simply step in and deliver what the public sector needs, but my experience has shown that the reality is far more complex. Private firms thrive on clear briefs and rapid delivery, while public bodies must prioritise safety and accountability at every stage. The most effective partnerships are built around shared outcomes and a genuine willingness to share risk. Suppliers who focus on reducing long-term costs and improving user satisfaction bring lasting value, and it is important that this is recognised and rewarded. When both sectors understand each other’s priorities and work towards common goals, the results are not only more sustainable but also more meaningful for those who rely on public services.

My convictions align with the mission of Government Transformation Magazine, which brings together those committed to excellence and innovation in the public sector. I share the magazine’s focus on citizen experience, operational improvement, and genuine partnership. Addressing technical debt, outcome-based contracting, and modular solutions is essential for the future of government services. By contributing, I hope to support lasting transformation and help ensure public services remain resilient, fair, and centred on those they serve.

Here is what I have found works:

• Run pilots safely and then build at scale what works.

   

• Tackle technical debt, so modernisation is not always competing with new initiatives.

   

• Adopt outcome-based contracting, so suppliers are paid for impact.

   

• Build collaboration between sectors, so public servants gain commercial experience, and private teams learn the realities of public delivery.

   

Simplify procurement for modular, interoperable solutions, so departments can assemble services instead of buying monoliths.

None of this is easy. But the prize is worth it. For me, digital transformation is about dignity, access, and trust. When services work, people can get on with their lives. When they do not, the most vulnerable pay the highest price. If we want resilient and fair public services, we need to treat digital as the backbone of public life, tackling technical debt, redesigning processes around people, and building genuine partnerships between sectors.

I am convinced that real transformation in public services is possible when we put people first, invest in genuine partnerships, and tackle the technical debt that holds us back. My journey has taught me that progress is never straightforward, but with the right mindset and a willingness to learn from each other, we can build services that truly make a difference. I am committed to helping shape a future where digital is not just an add-on, but the backbone of public life, making things better for everyone.