Elon Musk’s Department of Government Efficiency (DOGE) has faced sharp criticism from former federal worker Merici Vinton, who claims that the initiative has fostered a “highly secretive” approach to restructuring the U.S. government. Vinton, who worked at the U.S. Digital Service (USDS) before its transformation into DOGE, described the changes as part of a “careless disregard” for government processes, leading to what she views as detrimental decisions for both employees and the public.
Vinton, who had been a part of USDS since 2021, said that the new direction under DOGE brought a bulldozer-like approach to government operations, ignoring the importance of collaboration and consensus-building—hallmarks of the government’s work culture. She criticized the agency for undermining years of progress in making government processes more efficient and user-friendly, instead choosing to dismantle these systems for the sake of drastic cuts and the imposition of Musk’s vision.
“The government culture, love it or hate it, is about collaboration, and that’s been completely discarded under DOGE,” Vinton stated, emphasizing that the push to reduce the federal workforce was happening without understanding the complexities of the work being done. 
Vinton described her departure from the agency in March as a result of the administration’s actions. She recounted the transition from USDS to DOGE, noting that employees were unaware of what was coming when the change was announced on Inauguration Day. Soon after, workers were subjected to short, impersonal interviews by new DOGE staff, making it clear that the new initiative wasn’t interested in preserving the agency’s previous projects or personnel.
“This wasn’t about finding the best solutions, it was about cutting and dismantling,” Vinton explained, pointing to the abrupt layoffs of probationary staff and the challenges those workers faced as they were let go despite having specialized skills necessary for government functions.
Vinton was particularly critical of the way leadership was handled under DOGE, saying it was unclear who was calling the shots day-to-day. With little direction and the sudden replacement of many staffers, the atmosphere shifted dramatically. According to Vinton, the environment at USDS felt more like a “funeral” than a productive workplace as employees struggled to navigate the uncertainty and loss of direction.
She expressed concern that the sweeping cuts to the federal workforce and the elimination of key positions would leave the government ill-prepared to handle future challenges. “This is not a scalpel, it’s a wrecking ball,” Vinton warned, adding that the ongoing changes would severely hinder the government’s ability to deliver services and meet citizens’ needs in the years to come.
While Vinton’s departure is only one example, her insight into the reshaping of USDS into DOGE paints a troubling picture of how the efficiency initiative has played out in practice, with far-reaching implications for the future of federal governance.
