UConn graduate Mark Raymond was inducted into the 2025 Academy of Distinguished Engineers class
Mark Raymond, CIO, State of Connecticut, and 2025 Academy of Distinguished Engineers inductee
Mark Raymond is chief information officer (CIO) for the State of Connecticut and has been a member of the state leadership team since 2011. Appointed as CIO by Governor Ned Lamont, Raymond oversees the Department of Administrative Services' (DAS) Bureau of Information Technology Solutions, which includes responsibilities for the state's executive branch technology.
Raymond launched Connecticut's "Digital Government" effort, which makes it easier for residents to access and use government services. Prior to state service, he worked for 21 years in the technology consulting industry, supporting state, local, and federal clients and specializing in large-project implementation, technical architectures, shared services, finance, payroll, human resources, budgeting procurement, revenue, and transportation. He earned his bachelor's in computer science and engineering at UConn in 1988.
What was your impetus for studying computer science?
I grew up in Waterbury, and lost my father when I was only 11. We had state services, so life was difficult, but we got by. I have always been interested in how things work, including technology. I had a bad habit of taking apart things that were working to understand how they functioned. My choice in higher education came down to an unusual option: study law or engineering. I've never regretted my decision to get my degree in computer engineering. I have spent a career learning how things work the way they do, and applying technology to positively impact services, people, and operations.
Your first job was in the private sector; how did that lead to government work?
My first client assignment was in the transportation industry at Connecticut Department of Transportation (DOT). Transportation alone is a complex business, but government is very broad and helping to examine processes and find better solutions really challenged me. Government covers so many areas including construction, research, hospitality, transportation, healthcare, environment, policing, and even wildlife fisheries.
I really enjoyed my diverse client opportunities but knew I always wanted to be closer to how decisions were made, or how our work influenced final outcomes. I wanted an inside view. When one of our long-term clients, Nancy Wyman, transitioned from comptroller to lieutenant governor, I recognized that it might be the right time for me to join state government and give back to the state more directly as CIO. I jumped at the chance and never looked back.
Looking back on your professional career, what stands out as your most valuable achievements?
During my tenure, I've helped guide state government to embrace new technologies at scale while responsibly managing spending. That's included increasing the sharing of technology solutions across government agencies; developing a culture of more empowered employees; and improving the security and availability of state systems.
Look at the Department of Motor Vehicles (DMV), as one example. DMV used to be a euphemism for inefficiency, long waits and less-than-pleasant service. DMV employees were overworked and lacked the proper tools to do their job efficiently. We made a lot of changes and introduced a broad spectrum of technological solutions. If you've been to DMV recently in person or online, you'll find it's far faster and efficient and can be a surprisingly pleasant experience relative to the old days.
Another example that many would like to forget was Connecticut's unprecedented response to the COVID pandemic. We moved state employees safely to remote work, implemented new tools for managing vaccinations, and accelerated information sharing. I will never forget the way that all elements of state government worked together to help our residents survive and thrive.
What advice can you offer students considering their own future options?
Rather than focus initially on the immediate job or on building a career, I'd suggest building curiosity . . . understanding why things are the way they are is a critical skill. It's important to understand why things operate the way they do, not just to know how they work. This, ultimately, helps people become more empathetic and better decision makers, and strengthens their abilities to help increase impact, productivity, efficiency, and collaboration.
How did you bring your interests to bear on extracurricular opportunities and areas of interest outside your state duties and responsibilities?
In addition to my role as CIO, I chair the Commission for Educational Technology, and serve as director on the board of the Connecticut Health Information Exchange, where I also chair their Security, Privacy and Confidentiality Committee.
At the Commission, we focus on advancing tech use and access for K to 12 students across the state, including adult learners. It started with internet access, and now involves bringing AI tools into the classroom, as well as ways to improve digital learning at libraries and other resource centers. I'm very proud of our ability to combine our state purchasing power in tech, saving $38 million annually by not having to buy all the needed services individually. This unique partnership between DAS and UConn is one of the gems of state service.
And at the Health Information Exchange, we've focused on protecting individual privacy while protecting and improving the flow of critical health information. Connecticut was a little behind other national leaders on this front, but we've now become one of the most successful programs in the country.
What's next for you?
Well, as a political appointee, I serve at the discretion of state leadership, so nothing is certain. As a CIO, you must continually evaluate your own effectiveness. I read a lot, am an avid Red Sox fan, and have served as commissioner of my Fantasy Football League for 35 years. That's a lot of fun, is challenging, and a great way to stay in touch with people. In every life capacity, personal and private, I'll keep learning about how and why things work and will continue thinking about ways to make them more efficient, user friendly and effective. The foundation that the College of Engineering provided continues to be fundamental in how I give back, as a mentor and leader, every way that I can.
