Maryland Centralizes IT Intake to Reshape State Technology Procurement

Maryland’s Department of Information Technology (DoIT) is overhauling how state agencies identify and procure technology. The strategy, introduced by DoIT Secretary and State Chief Information Officer Katie Savage, establishes a centralized “single front door” where agencies bring business challenges to DoIT instead of arriving with a preferred product already in mind. The state identified more than 1,700 technology requests representing over $500 million in estimated demand. That figure signals a substantial set of needs for the state to evaluate, but it is not a contract ceiling, an appropriation, a confirmed budget, or a commitment to spend the full amount.

A central feature is Maryland’s first dedicated technical acquisition team, bringing together procurement professionals, software engineers, product managers, user experience researchers and designers. The team is intended to clarify what agencies are trying to accomplish, assess possible solutions and determine whether existing state systems can meet the need before a new purchase advances. This approach moves intake beyond the narrower question of whether an existing contract can be used or a new purchase is required, and toward evaluating the business problem and the likely outcome of an investment.

Savage described the change through the example of an agency asking for a new customer relationship management system. Rather than simply directing that agency to an available platform, DoIT would ask what the agency is trying to achieve and whether a CRM is the right answer—or whether implementation support or another solution is needed. As she told StateScoop, “let’s unpack why you think you need a CRM system. Like, what are you actually trying to accomplish?” She added that a CRM might not be the right solution, or the agency might need “some kind of extra layer of implementation.” For vendors, this makes discovery, requirements analysis, integration and implementation capabilities potentially relevant earlier in the procurement process, while making product-first pitches less likely to determine the requirement by themselves.

The strategy aligns with broader state and local government efforts to reduce fragmented, agency-by-agency buying, limit duplicative spending and connect technology investments to statewide modernization priorities. It also responds to procurement challenges that have become prominent in artificial intelligence adoption, cybersecurity and digital government, including lengthy acquisition timelines, outdated contracting processes and difficulty evaluating rapidly changing technologies. Maryland’s effort fulfills orders in the Procurement Reform Act of 2025 and Gov. Wes Moore’s procurement reform agenda. No specific solicitation or contract award is reported, so companies should treat the estimated demand as an indication of needs to be assessed—not as an open procurement or guaranteed revenue. Opportunities may emerge as DoIT develops its approach, including implementation, product development and procurement-support capabilities, as well as a planned AI procurement-tool collaboration involving Partners for Public Good.

• DoIT is introducing a centralized “single front door” for agencies to submit technology challenges before choosing a product or purchase path.
• Maryland identified more than 1,700 technology requests and over $500 million in estimated demand; neither figure confirms funding or contract value.
• The new technical acquisition team will include procurement professionals, software engineers, product managers, UX researchers and designers.
• The process is designed to clarify business needs, compare potential solutions and check whether existing state systems can address requirements.
• The CRM example illustrates that agencies may be directed toward a different solution or implementation assistance rather than a requested product alone.
• The strategy is intended to streamline purchases, reduce costs and accelerate technology investments while improving the likelihood that spending produces meaningful outcomes.
• Contractors should monitor DoIT’s emerging requirements and prepare to demonstrate business outcomes, fit with existing systems and implementation needs—not just product features.
• Potential areas to watch include implementation, product development, procurement-support tools and the planned AI procurement-tool collaboration with Partners for Public Good.
• The effort fulfills orders in the Procurement Reform Act of 2025 and aligns with Gov. Wes Moore’s procurement reform agenda; no solicitation or award is reported.