Treasury Plans IT Hiring as It Expands AI Adoption and Cross-Department Collaboration

The U.S. Department of the Treasury is looking to add IT staff as it advances artificial intelligence adoption and seeks to reduce technology silos across the department. Colleen Heller-Stein, administrator of the Treasury Common Services Center (TCSC), said at ACT-IAC’s Workforce Innovation Summit that the division is “actively recruiting IT professionals” and that she expects “that team will continue to grow.” TCSC provides IT engineering, IT operations, human resources, acquisition, and travel services across Treasury, giving the workforce development relevance to a wide range of shared-service functions.

The hiring effort comes amid substantial workforce change. The source reports that Treasury has lost 33,000 staffers since the beginning of the second Trump administration, including nearly 2,200 employees in IT management roles, based on Office of Personnel Management workforce data. Heller-Stein, who returned to Treasury three weeks before the remarks after a two-and-a-half-year stint at the Office of Personnel Management (OPM), described a period of “change layered on top of change on top of change” and emphasized acknowledging that context as employees are asked to adapt. She previously spent more than 13 years in Treasury human resources roles and now oversees TCSC’s multi-billion-dollar portfolio.

For contractors, the most relevant signal is the department’s stated direction rather than a defined buying action. Treasury’s emphasis on IT recruitment, engineering, AI enablement, shared services, and process modernization can help firms assess where their capabilities may fit future requirements. However, workforce growth could also change how TCSC balances in-house staffing and external support. The source does not establish that additional hiring will lead to contractor work, nor does it identify a solicitation, award, budget line, acquisition strategy, or procurement schedule. This is therefore an early capability and workforce indicator, not an actionable bid opportunity.

Treasury’s approach also points to organizational and operational change around emerging technology. Heller-Stein said AI is “not a CIO problem or a CIO issue” but “an everybody issue,” signaling an expectation that staff across functions become comfortable with the technology. She also described an opportunity to bring together what had been “silos of excellence,” while cautioning against putting technology on top of processes that do not “work already.” Contractors tracking Treasury should therefore watch for future requirements that connect technical implementation with workforce adoption, cross-functional collaboration, and process improvement—not assume that AI interest alone signals an immediate procurement.

• TCSC is actively recruiting IT professionals and expects its team to continue growing, according to Heller-Stein.
• TCSC provides department-wide IT engineering, IT operations, human resources, acquisition, and travel services.
• Treasury has lost 33,000 staffers since the start of the second Trump administration, including nearly 2,200 IT management employees, according to OPM workforce data cited in the source.
• Treasury has “leaned in very heavily on Tech Force,” OPM’s initiative to recruit early-career technology talent for two-year positions in federal government.
• Treasury’s AI message is department-wide: Heller-Stein characterized AI as “an everybody issue,” not solely a CIO responsibility.
• The department is seeking greater collaboration across technology areas and wants to avoid adding technology to processes that do not “work already.”
• Contractors can use the stated priorities to monitor potential needs in IT, engineering, AI enablement, shared services, and process modernization.
• Workforce expansion may affect the balance between government staffing and contractor support, but the source does not confirm that contractor opportunities will result.
• No active solicitation, award, procurement timeline, or bid deadline is identified; treat the item as a workforce and capability signal, not a current opportunity.
• Heller-Stein returned to Treasury after two and a half years at OPM and oversees TCSC’s multi-billion-dollar portfolio; she previously served in Treasury HR roles for more than 13 years.