In late 2013, we were invited to help rescue healthcare.gov. Millions of Americans needed access to health insurance, and the system was failing. We saw hard problems we knew how to solve, and a broken model of government consulting we knew could work differently.
Twelve years later, as I step into the role of CEO with co-founder Everett Harper moving on to new horizons, I can say: we’ve come a long way.
The Journey
The ultimate success of Healthcare.gov was proof that mission-driven firms could deliver on high-stakes federal projects. It also showed us the opportunity: government agencies desperately need technology partners who prioritize mission impact over margin extraction.
We grew deliberately—not to be big, but to take on more impactful work. We made mistakes and learned hard lessons. We also learned what works: commitment to end-to-end ownership, deep government domain expertise, and refusal to optimize for growth at delivery’s expense.
Today, Truss is a team of 65 highly-skilled, technical practitioners committed to this approach. Our teams are actively working on IRS taxpayer services, Medicaid modernization at CMS, organ transplant system effectiveness at HRSA, CISA’s .gov domain registrar, and early childhood education programs for OHS. We’ve learned that the hardest part isn’t building software—it’s resisting market pressures that erode quality. It’s staying honest about what serves mission versus business.
This leadership transition is a natural evolution, reflecting organizational maturity. We’ve been transferring the duties of the CEO job over the past year in anticipation of this next phase. Everett helped build something that will outlast any single leader, which is exactly the point. I’m grateful for his partnership and for the thoughtful way we’ve managed this transition together. I’m also grateful to everyone who’s been part of Truss and to our federal agency partners for trusting us with work that affects millions of lives.
Where We’re Going
My focus as CEO:
- Protect quality as we grow. We’ve seen what happens when scale trumps substance.
- Ship, Actually. Quickly deliver for our clients, working shoulder-to-shoulder to deliver the highest value.
- Stay disciplined about differentiation. We’re not trying to be the biggest government consultancy—we’re trying to be the best at delivering technology that works for people who need it most.
- Invest in our people. The hardest problems require the best talent, properly supported.
- Stay transparent. Honesty about what’s working and what we’re figuring out builds trust.
The Commitment
Government technology is still broken in too many places. The problems are hard. The stakes are high.
At the same time, Truss is stronger, more experienced, and more confident in our model. We’re here to prove that mission-driven government consulting can thrive.
The 2013 version of Truss couldn’t have anticipated we would deliver on this breadth of critical infrastructure. The 2026 version can. We’re ready to move into what the 2030 version is poised to accomplish. And we’re looking forward to the journey.
See the announcement from former CEO Everett Harper here.
