As we move into 2025, the push for government efficiency is gaining momentum in Washington. Leaders are focused on modernizing services and cutting waste, and the creation of the Department of Government Efficiency (DOGE) shows a renewed dedication to rethinking how we approach government operations. While the initiatives of DOGE are valuable, the most meaningful transformation will happen at the state level, where government services have the most direct impact on people's lives.
State governments are uniquely positioned to lead modernization efforts. The federal government can set broad goals, but it’s the states that directly administer many essential and last mile services like education, transportation, and public safety. These are the services that most Americans interact with daily, and their efficiency—or lack thereof—directly impacts quality of life. The diverse needs of different states also make state governments better suited to implement solutions that reflect the priorities and values of their residents. What works in California might not work in West Virginia, and vice versa.
As the CEO of CHAMP Titles, a technology company that partners with DMVs to digitize automotive titles and liens, I see firsthand the untapped potential for modernization in state governments. These opportunities are not abstract—they are practical, achievable, and urgently needed. State and local governments are under increasing financial strain, with expenditures rising over 200% since 1977, even after adjusting for inflation.
Take automotive titles as an example. When I founded CHAMP six years ago, DMVs across the country were still relying on outdated, paper-based systems for titling vehicles. This slow, cumbersome process affected everything from the cars we drive to the trucks delivering goods. While many DMVs were eager to improve their systems, large-scale modernization required both technological sophistication and state level leadership.
To address these challenges, CHAMP Titles developed a fully digitized platform for auto registration and titling, powered by blockchain and artificial intelligence (AI). This solution is flexible, allowing each state to customize it according to their specific requirements. Our pay-for-performance model ensures agencies only pay for measurable results, reducing risk and creating a win-win scenario for state leaders, constituents, and CHAMP’s growth.
The impact has been remarkable. In West Virginia, for example, the DMV now processes titles in just one day—a significant improvement from the six-week timeline under the old system. By going digital, the state saves 10 million pieces of paper each year while completing five times more title transfers than before. These changes mean citizens spend far less time at the DMV, benefiting from faster and more efficient services. Across Illinois, Kentucky, and West Virginia, over 30 million people have experienced the advantages of these innovations.
Some critics argue that governments, especially at the state level, can’t be drivers of efficiency because they are fundamentally different from businesses. My experience tells a different story. The differences between the public and private sectors aren’t obstacles—they’re opportunities. Public-private partnerships work precisely because businesses can provide the tools and expertise governments need to innovate safely and effectively. When executed well, these partnerships enable governments to invest in cutting-edge technologies while ensuring high-quality outcomes for their citizens.
The demand for these solutions is growing and with the broader national conversation on efficiency reaching a boiling point, we must seize on this momentum now. If we limit government efficiency efforts to the federal level, we risk squandering the momentum that DOGE has successfully generated. As a leader who works with state governments I can tell you: the states are ready. A recent GovTech report revealed that states nationwide are eager to invest in digital services. By harnessing the DOGE mindset for state governments, we have a once in a generation opportunity to prove that the governments closest to the people hold the most potential for change.
