From the Mall to Cybersecurity: Stories of Reskilling in State IT

Picture this: a worker managing a Weber grill in a shopping mall food court now manages vulnerabilities across Indiana’s state IT systems. It sounds like fiction, but it’s a true story.

That dramatic shift didn’t happen through luck. It happened because Indiana’s Office of Technology opened the door to nontraditional talent, invested in reskilling, and trusted people’s ability to grow.

The Power of Work-Based Learning

Indiana has leaned into work-based learning—a model where people from any background can enter state IT through structured apprenticeships and hands-on training. The program, known as State Earn and Learn (SEAL), is essentially an apprenticeship without the red tape.

Instead of requiring decades of IT experience or four-year degrees, SEAL invites people from all walks of life to develop their skills over a 12-month period and pivot into critical roles in government technology.

Transferable Skills in Action

What makes these success stories possible is the recognition that skills transfer:

• Auto mechanic → Linux administrator. The diagnostic mindset that solves problems under the hood works just as well when troubleshooting servers.

• Grocery clerk → systems administrator. Years of customer service translate into the resilience and communication skills needed in IT operations.

• Restaurant worker → vulnerability manager. Adaptability and work ethic carry over into the high-stakes world of cybersecurity.

By looking beyond résumés and degrees, the state discovered a pipeline of dedicated, resourceful professionals hiding in plain sight.

Why This Matters to SLED Leaders

For state, local, and education entities, these stories hold a bigger lesson. Agencies don’t have to rely exclusively on system integrators or fight losing battles with the private sector on salary.

By creating reskilling pathways, SLED organizations:

• Build sustainable in-house capacity.

• Strengthen workforce diversity.

• Inspire citizens by showing that government careers are open to people like them.

It also aligns with the mission-driven nature of public service. Transforming lives while solving critical workforce gaps is a win on both fronts.

Obstacles and Lessons Learned

Reskilling isn’t effortless. Leaders must:

• Overcome skepticism that career changers can truly succeed in IT.

• Provide mentorship and certifications to ensure apprentices grow steadily.

• Create a culture of psychological safety where new hires feel supported as they take risks and learn.

When those conditions are in place, the results speak for themselves.

Charting New Trails on the Digital Frontier

Government IT modernization isn’t only about software or cloud contracts. It’s about people. Programs like Indiana’s show that the next generation of cyber defenders and IT leaders may not come from elite universities. They may be behind a cash register, driving a truck, or working in a restaurant today.

The challenge for SLED executives is simple: who in your community might be tomorrow’s IT leader if you just gave them the chance?