Kern County

Eric Pitts

Public Systems Modernizer

Eric Pitts is Technology Services Manager for the Kern County Treasurer-Tax Collector’s Office, with decades of experience in technology and public service. Over the course of his career in engineering, enterprise consulting, and public service, he has led modernization, cybersecurity, and digital transformation efforts to build secure, efficient systems. He believes technology should make work easier, improve public services, and create lasting value. Whether modernizing legacy systems, streamlining payment workflows, or helping County departments adopt new platforms, his focus has always been on practical innovation and supporting the teams that make it happen.

Building Reliable Systems through Practical Innovation

My approach to technology leadership has been shaped by experiencing several generations of technology evolution, from early enterprise systems and client/ server architectures to today’s cloud platforms, cybersecurity challenges, and emerging AI capabilities. Through roles in engineering, enterprise consulting, and more than two decades serving Kern County, I’ve learned that while technology changes constantly, the fundamentals remain the same: understand the mission, build reliable systems, and earn the trust of the people who depend on them. Every generation of technology promises transformation, but lasting success comes from applying new technologies thoughtfully to strengthen security, improve service delivery, and earn the trust of the people we serve.

At IBM and later as a consultant, I learned the value of building long-term trust with customers, designing reliable systems, and understanding business needs before proposing solutions. In the public sector, I’ve seen firsthand how even small improvements can create a significant ripple effect on County departments and taxpayers. Whether modernizing legacy systems, streamlining payment workflows, or helping teams adopt new platforms, my focus has always been on thoughtful, practical innovation that delivers lasting value.

The same philosophy guides how I balance technology innovation, operational efficiency, and evolving business needs. I try to stay grounded in practical innovation by adopting new technology where it genuinely improves service delivery, reduces cost, or increases security. Our recent projects, from reducing payment processing costs to integrating countywide payments and cashiering with Workday, illustrate this balance. Each initiative begins with understanding a business need, not simply adopting a new technology because it is available.

"Innovation creates lasting value only when it solves real business needs, strengthens security, improves service delivery, and earns the trust of the people."

I’ve found that the best technology decisions usually begin with a business conversation, not a technology conversation. Innovation has to serve the mission, simplify work, and make systems easier and more secure for both staff and the public.

Looking ahead, the greatest impact will continue to come from adopting technology thoughtfully and aligning it with the organization’s mission. One of the most significant priorities is the continued modernization of legacy systems by moving critical workloads from older platforms into secure cloud-based environments. Cloud platforms, modern APIs, real-time data, and stronger cybersecurity frameworks create opportunities for better performance, improved customer service, and faster access to information. Artificial intelligence will also become an important tool, particularly in automation, cybersecurity analysis, and improving access to information, provided it is implemented thoughtfully with appropriate governance and security considerations. Ultimately, these trends are about creating reliable, sustainable, and easier-to-maintain systems that position organizations for long-term success.

Leading Teams Through Trust, Communication, and Growth

Alongside technology, I’ve learned that trust and steady leadership matter more than anything. My team needs to know I support them, especially when projects become challenging. Staying calm, patient, and open-minded helps everyone stay focused on solutions instead of stress.

Planning provides structure, but ultimately, people make projects successful, not plans. Clear communication with stakeholders and subject matter experts is essential to resolving issues, setting expectations, and maintaining momentum. I also believe leaders have a responsibility to help team members grow by encouraging ownership, developing skills, and creating an environment where new ideas are welcomed. When people understand their work has a real impact on County staff and the public, they become more engaged and invested in the outcome.

The same principles shape my advice for technology professionals aspiring to become effective IT leaders. Stay curious and open-minded. Technology changes quickly, so leaders need to be comfortable learning new approaches while understanding that leadership is about more than technical knowledge.

Focus on both your team and your users. Good leadership is about listening, showing patience, communicating clearly, and being someone others trust when challenges arise. Don’t underestimate the value of small improvements. Some of the most meaningful changes come from addressing everyday pain points that improve workflows for staff or simplify processes for the public..

Finally, remember that leadership isn’t about doing everything yourself. It’s about giving your team the space, support, and clarity they need to do great work.