A featured contribution from Leadership Perspectives, a curated forum for enterprise technology leaders, nominated by our subscribers and vetted by the CIOApplications Editorial Board.

Chief Information Officer at the U.S. Patent and Trademark Office (USPTO).

Bridging Government and Technology

Jamie Holcombe is the Chief Information Officer at the U.S. Patent and Trademark Office (USPTO), bringing 30 years of experience in both government and commercial sectors. He began his career in the U.S. Army, commanding a strategic communications unit before moving to the National Reconnaissance Office. At the USPTO, Jamie’s leadership is characterized by his ability to bridge government and commercial technology, driving innovation and operational efficiency. His focus on stabilizing and modernizing the agency’s infrastructure enhances security, streamlines processes, and ensures that the agency remains a leader in intellectual property management.

Staying Focused on Core Missions

The most pressing challenge businesses face is maintaining a clear focus on their core mission. Throughout my career, I have seen organizations—both in government and corporate sectors—become sidetracked by expanding responsibilities, often losing sight of what they do best. Being entirely fee-funded, our mission is straightforward: to protect intellectual property for our fee payers.

Drawing from my experience, I’ve helped organizations streamline efforts by identifying where technology can truly add value. A bakery, for instance, should focus on baking, not managing IT. However, if technology offers a strategic advantage, it must be effectively utilized. Knowing when to outsource and when to invest in technology is key. My approach ensures businesses can stabilize their current operations while continuously planning for future advancements. This dual focus allows them to stay ahead of the competition, maintain alignment with their core mission, and maximize resources.

People-Centric Approach to Mergers and Acquisitions

The key to successful mergers and acquisitions is straightforward: mission first, but always prioritize people. M&As often have financial drivers—synergies, cost-cutting, and overhead reduction. But those numbers mean little if you ignore the people and culture. Too often, leaders assume they can blend two distinct cultures and expect seamless integration. That’s wishful thinking.

At USPTO, I saw how fear and uncertainty emerged when people didn’t know what to expect. Transparency is crucial. Don’t make promises you can’t keep, and if layoffs are anticipated, prepare people for what’s coming. People have families, careers, and futures, and they deserve honesty. M&A success is about staying mission-focused without losing sight of the people who will ultimately carry it out. In my experience with six M&A deals, that approach has been the only recipe for success.

Transitioning to a Product-Based Organization

One significant initiative I led was the transition from a project-based to a product-based organization. In government, projects typically have start and end dates, but this rigid structure often leads to delays as teams wait on each other, disrupting alignment. To address this, we shifted to a product model where business owners and technical leads work together. Each team, composed of developers, testers, and system administrators, is responsible for both building and maintaining their products, ensuring greater accountability.

The pace of change between IT and business is about stabilizing and growing, or waiting to ensure you're making the best investments. You need to be ahead, even before the starting gun has hit.


We moved to an agile DevSecOps environment, running 90-day sprints with a focus on delivering a minimally viable product. If tangible progress isn’t evident within 90 days, then we’ve failed. This fast-paced, commercial-style approach increased urgency and delivery speed. The shift from projects to products wasn’t just about efficiency—it reshaped stakeholder perceptions and aligned everyone to the mission.

Integrating Emerging Technologies through a Structured Approach

When introducing emerging technologies like AI or blockchain at the USPTO, we follow a three-phase approach. First, we establish a solid business case. It’s not about the tech alone; it’s about conducting a formal cost-benefit analysis, which our product teams handle on a small scale. If viable, we move to phase two: scaling. Just because something works on-premises doesn’t mean it will function consistently in the cloud. Scalability testing is essential. Finally, phase three is deployment. If no one is willing to pay for it, why deploy it? Not every new technology is practical or operationally sound. By adhering to this process—business case, scaling, and deployment—we ensure that any technology we implement delivers real value, not just hype.

Adapting Technology as a Competitive Lever

My advice to C-suite executives in the intellectual property sector is to treat technology as a lever, not a core competency unless it directly aligns with your mission. This is crucial for competitiveness. Companies like Amazon have transformed delivery and distribution by setting new standards for efficiency. The government should aim to deliver services with similar ease. Imagine ordering government services online with the same convenience as ordering from Amazon. Some states, like Virginia, already exemplify this with DMV services. While certain actions still require in-person verification, most citizen services can be streamlined online. This shift would save time, reduce effort, and ultimately improve service delivery.

Technical Courage in Leadership

I believe we need more technical courage in leadership. This means approaching projects with eyes wide open—not just hoping things will work but building a business case, weighing costs and benefits, and pushing for improvements in cost, speed, and efficiency. Challenging the status quo is essential for progress. Small businesses often lead in innovation because they focus on long-term advancements, unlike large corporations that may prioritize short-term gains. Intellectual property—patents, trademarks, copyrights, and trade secrets—can help small businesses build portfolios that attract larger companies. This is where mergers and acquisitions come in. When corporations acquire startups, they should embrace the startup culture, not suppress it. This blend of innovation and corporate stability is key to pushing boundaries and fostering growth.

The articles from these contributors are based on their personal expertise and viewpoints, and do not necessarily reflect the opinions of their employers or affiliated organizations.