Crossing the Divide: Early Lessons from My Transition from Public Service to Tech

There’s been a lot of movement in the federal workforce lately. Many people are asking what’s on the other side — wondering how their specialized experience might translate to the private sector and what it’s really like to work outside a government agency.

So why are you reading about the federal government on a Deepgram blog?
Because I recently made that leap myself — from a long career in public service to a fast-paced tech company. It was a big change, motivated by both career goals and family priorities, and it’s given me a front-row seat to what that transition actually feels like.

These are early impressions — emphasis on early — but I thought they might resonate with others who are curious about crossing the divide. Some things are wildly different, others surprisingly familiar; all of it has been a learning experience so far, not just in how the private sector works, but in how I do, too.

Let’s start with something that’s wildly different. In government, guardrails exist for good reason– they protect consistency, transparency, and accountability, the pillars of public trust. The culture often leans risk-averse, with an understandable “proceed with caution” mindset.

At Deepgram, the guardrails are different. They protect creativity, encourage ownership, and keep innovation moving with purpose. On my first day, my boss told me to spin up my own API keys — with unlimited credits — and start experimenting in the Deepgram Playground. In government, that kind of access would’ve taken an act of Congress (and at least two budget cycles).

Here, the expectation is simple: you learn by doing. Everyone is encouraged to explore the products, try things out, and share feedback directly with the teams building them. For me, that hands-on approach isn’t just about learning the tech — it’s the first step toward understanding the system and eventually taking ownership of the tools and projects that will help move the company forward. There’s something energizing about a culture that assumes you’ll learn faster by experimenting than by waiting for instruction.

One of my biggest hesitations in leaving the government was whether I could walk away from the mission. There’s nothing quite like contributing directly to national security or being surrounded by people who understand the weight and purpose of that work.

But I’ve been surprised — in a good way — to find that mission focus shows up here too. The end user is different, but the drive feels familiar. You could frame the mission here as business impact, or, more optimistically, as building the core technologies that will power the next generation of human–computer interaction through AI. Either way, the people around me care deeply about what they’re building and why it matters. That sense of shared purpose is universal.

And of course, I’m still me — bringing the same sense of purpose, curiosity, and commitment that guided my government career. The context has changed, but the motivation hasn’t. That part of the mission comes with me.

Of course, some differences are more practical — and honestly, pretty delightful. Booking travel for the company offsite took about five minutes, on a normal website, with normal options. My new laptop arrived in the mail direct from the Apple store — not from a pile of “lightly used” ones waiting in a storeroom. And I can actually keep my cell phone with me.

As a parent, that last one matters. In my previous world, I had to worry not only about something happening with my kids, but that I wouldn’t know about it in a timely manner if I stepped away from my desk and my landline. Now, I can stay connected — to work and to life — at the same time. I don’t have to worry that I’ll be accused of timesheet fraud if I clear the floor of Legos and turn on the robot vacuum between meetings. (Also: I have meetings from home.) It’s a small thing, but it reflects a big value — believing that people do their best work when they’re trusted to manage their own time and energy.

Those conveniences might sound small, but together they represent something bigger about Deepgram’s culture. The company is intentional about removing friction so people can focus on what really matters — being curious, creative, and human. There’s a sense of trust here that you’ll use your flexibility well, stay self-motivated, and bring your whole self to the work.

Leaving the government felt like stepping into the unknown, but it turns out the things that matter most — mission, teamwork, curiosity — don’t belong to one side or the other. They show up anywhere people care about what they’re building.

I’m still very early in my journey here, but I already see how Deepgram’s culture makes room for both innovation and humanity. And that makes me excited for what’s ahead — and grateful for the path that got me here.