Empowering Teams and Driving Innovation

Eric Matthews, Chief Information Officer at City of Allen

Eric Matthews serves as the Chief Information Officer for the City of Allen, Texas.  Prior to his 20 years of public service, Eric earned a degree in psychology from UT Austin.  He's built hundreds of applications, taught programming, written magazine articles and helped build a tech startup in Houston.  Eric and his wife Jill have twins in college, a younger son at home, as well as two dogs and a robot vacuum named Dorita.

My career in technology started in an unconventional way. As a liberal arts graduate, I found myself working for a tech startup in Houston, where my ability to connect with global customers was valued even before I had any significant technical expertise. This experience allowed me to dip my toes into various roles, including product management and human resources. However, it was the technical side of the business that truly captured my interest, and I soon taught myself programming skills. My newfound expertise led me into software development and eventually to a consulting role where I honed my technical abilities further.

After several years in the consulting world, I decided it was time to settle into a long-term role that would allow me to make a sustained impact. This brought me to the City of Richardson, where I spent 13 years developing applications for city employees and the public. My time in Richardson culminated in the role of Deputy CIO, a position that provided a perfect springboard to my current role as Chief Information Officer (CIO) for the City of Allen. Over the past seven years, I’ve had the privilege of leading a team and driving technological change in a growing city, using the broad experience I’ve gathered along the way.

One of the most significant challenges I faced upon taking the reins in Allen was navigating cultural change. My predecessor had led the IT department for 17 years, and understandably, the team was accustomed to a particular way of doing things. Introducing a new approach required not just strategic thinking but also patience and consistency. It was crucial for the team to see that I was not just talking the talk but also walking the walk—supporting them in their roles and investing in their growth. This process took time, but it was worth it. Today, I’m proud to say that our team is cohesive, with the right people in the right places, working together to achieve our goals.

“Balancing the need for technological innovation with the demands of maintaining ongoing operations within a government budget is a delicate act.”

Balancing the need for technological innovation with the demands of maintaining ongoing operations within a government budget is a delicate act. Fortunately, Allen’s strong and growing economy has provided a solid financial foundation. This has allowed us not only to maintain our existing systems but also to pursue new initiatives that enhance our city’s digital capabilities. Our approach to prioritization is inclusive, involving input from all stakeholders. This collaborative effort is reflected in our current IT strategic plan, which serves as a roadmap for both maintenance and innovation.

One of the strategies that has significantly enhanced our digital capabilities in Allen is our preference for buying over building. We focus on selecting common platforms that can be leveraged across various departments rather than opting for disparate, best-of-breed solutions. While this might mean that not every department gets all the bells and whistles they desire, it allows us to meet the core needs of the organization while optimizing the use of our systems. This strategy simplifies support, reduces complexity, and ultimately leads to more stable systems that serve both our departments and the community effectively.

Measuring the success of our IT initiatives is something we take seriously. Internally, we conduct surveys across 13 areas of IT service to gather feedback from our departments. Externally, we seek recognition through national awards, which provide a benchmark for how we stack up against other cities. I’m proud to share that over the last seven years, we’ve won six national awards, which I believe speaks to the effectiveness of our strategies.

Throughout my career, I’ve consistently found that trust, empathy, and teamwork are the cornerstones of effective leadership. I believe in being right there with my team—whether it’s deploying PCs or planning cybersecurity strategies. At the same time, I empower my team to make decisions and support them fully. I also emphasize the importance of work-life balance, recognizing that our personal lives must take precedence over work when necessary. This approach has fostered a supportive environment where team members feel valued both professionally and personally.

For aspiring IT leaders looking to make a meaningful impact in the public sector, my advice is simple but critical: Understand that government operates differently from business, and that’s by design. Our responsibility is to serve the entire community, which requires high ethical standards and a commitment to acting in the public interest. Cultivate the ability to collaborate and build positive relationships—these skills are key to driving successful change and leading effectively. Finally, immerse yourself in the mission of the organization. Show that you care about more than just technology; demonstrate your commitment to people and the broader goals of the city. This involvement will lay the groundwork for meaningful, positive change.

My journey has taught me that leadership in public sector IT is as much about people as it is about technology. By building trust, embracing collaboration, and staying true to our ethical responsibilities, we can drive technological advancements that truly benefit our communities.

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