How we work
USDS deploys small, responsive groups of technologists to work with and empower our nation’s leading civil servants. Our staff brings best practices and new approaches to support government modernization and transform critical services for the people.
Building a team with a broad range of experiences to transform government.
With tours of service lasting no more than four years, the U.S. Digital Service brings fresh perspectives on technology and delivery to the government. To build the best possible team, we focus on the same values in our hiring as we do in our work.
Hire and empower great people. We work to untangle some of our nation’s most important and complex problems. We hire people with the experience, skills, compassion, curiosity, and tenacity to find new paths forward.
Design with users, not for them. We build better solutions when our team reflects the people we serve. We hire people from all backgrounds, all corners of the technology, nonprofit, and government worlds, and all across the United States.
Go where the work is. We prioritize our work based on how much we’re needed—and how much we can help. We go where we’re needed most to do the greatest good for the greatest number of people in the greatest need.
Learn more about who we hire and how we work below. If you don’t find a description that fits you, but think you can help push our mission forward, we encourage you to apply.
Engineers will rarely find the opportunity to work on systems that are more mission-critical than those you’ll encounter at USDS, where we build, scale, and troubleshoot systems of huge reach. The technology we work on is not bleeding edge, and USDS is not an engineering-first organization; we are most successful advocating for modern software practices when we work alongside product managers, UX designers, and acquisition specialists.
Skills you might bring to the engineering community: programming, modern architecture, incident response, technical communication, project and team management, or collaborative engineering practices.
Design and user experience
USDS designers know that people using government services come from an endless range of experiences and contexts, so we design alongside those people to make sure content is easily understood, and experiences are simple, consistent, and useful. We often introduce human-centered design practices to the government.
Skills you might bring to the design community: design process, systems thinking, leadership, user research, interaction design, service design, design operations, content strategy, visual design, front-end development, or art direction.
USDS data scientists tap into deep reservoirs of unrefined government data in search of the insights that power our teams. We might pinpoint opportunities to fix broken processes, predict the effects of policy change, or identify inequities in government services. We do our best work when we collaborate with qualitative researchers and subject matter experts to build shared understanding.
Skills you might bring to the data community: statistical analysis, machine learning and AI, data engineering, data visualization and communication, data ethics, or public policy analysis.
Product, strategy, and operations
Product folks at USDS focus on data to make product decisions based on reality, not politics. We’re not necessarily the project leads; we may write tickets and prioritize backlogs, identify strategy, negotiate contracts, or present to high-level stakeholders. We work with our teams to identify the possible paths to success based on user research and technical feasibility, and deliver the best solution, together.
Skills you might bring to the product community: execution, communication, leadership, user focus, grit, product delivery, product strategy, capacity building, government expertise, or data analysis.
USDS acquisition strategists make buying digital services for the government more efficient and effective. Often, agencies don’t have the capacity or expertise to build their own digital services, so they partner with technical experts outside the government. From jumping in on short discovery sprints to acquisition strategy across product portfolios, our biggest strengths are in market intelligence, innovating on evaluation methods, and creating contracts that focus on results over requirements.
Skills you might bring to the procurement community: digital market knowledge, federal procurement process, strategic advice, or technical acumen.
Bringing private sector best practices to the Federal Government
Private industry knows how to work fast, lean, and keep the focus on the user. Now government does too.
Prioritizing the greatest good for the greatest number of people in the greatest need
We select critical projects based on what makes the greatest impact on everyday people.
We helped develop a process that allows HR to leverage subject matter experts to evaluate candidates for specialized roles. The result restores fair and open access for all applicants, shortens the hiring timeline, and ensures applicants are truly qualified.
Eight million lines of COBOL and 2.5 million lines of assembly running on 15 mainframes. 4.5 percent of the entire American economy is fueled by Medicare payments and 53 million people depend on it for their healthcare.
A customized, plain language tool gives Veterans step-by-step guidance for submitting a strong application to upgrade their discharge status.
Leveraging CMS APIs, providers can view of their patients’ full healthcare history without patient intervention. Providers save valuable time that they can better spend talking to patients and preventing conflicts or gaps in care.
Each month, over 10 million people attempt to access the digital tools and content at the Department of Veterans Affairs (VA) and have historically struggled to find what they’re looking for. Digital modernization efforts needed to focus on improving the user experience.
A website that empowers emergency managers and K–12 administrators with the information they need to improve school safety.
As the pace of innovation has accelerated, the government’s ability to meet people’s expectations of functional digital solutions has not kept pace. To meet this demand, we created an immersive development and training program to improve digital services acquisition expertise across government agencies.
The Quality Payment Program API makes it easy for clinicians to submit quality metrics to CMS and for the government to review and return feedback promptly, which leads to greater health outcomes for patients and a more positive experience with value-based care for providers.