Why data, not just tech, drives justice transformation: a conversation with Rich Dakin

In a complex and data-heavy environment like the justice sector, meaningful digital transformation requires more than just new tools - it demands strong foundations, clear outcomes, and sustainable change.

We spoke with Rich Dakin, Architecture, DevOps, and SRE Consultant at Methods, to explore how justice leaders can navigate the realities of legacy systems, supplier selection, and data maturity.

What’s one piece of advice you’d give to justice leaders exploring new technologies?

Strong data foundations are essential for meaningful digital transformation in the justice sector.

Leaders should prioritise improving data quality, interoperability, and governance. Not only within their own organisation, but also cross agency boundaries. Many innovations falter not due to technical limitations, but because the underlying data isn’t consistent or accessible enough to support expected outcomes. Investing in ethical, well managed data unlocks opportunities in AI, automation, and analytics, whilst laying a solid foundation for transparent, and user-centred services.

Digital change should begin with the people who rely on the system every day. With the right data strategy, justice organisations can deliver smarter services that work seamlessly across the ecosystem.

What questions should buyers in the justice sector be asking when evaluating new technology suppliers?

• Are we buying outcomes, or technology?
• Buyers should ask whether suppliers understand the justice sector context, its constraints, users, and ethical responsibilities. 
• Can the solution demonstrate how it improves outcomes for professionals and the public?
• Is the service secure, explainable, and interoperable?
• How easily can our providers adapt to policy or demand shifts? 
• What’s the long term plan for transparency, support, and avoiding lock-in?

The best suppliers are partners, not just vendors. They bring empathy, domain knowledge, and a commitment and track record to continuous improvement. Procurement should test for partnership, not just price and features.

What are the most common mistakes justice leaders make when integrating new technologies, and how can they avoid them?

One of the most common mistakes is underestimating the complexity of legacy systems and overestimating the readiness of data.

Leaders are under constant pressure for rapid digital change. Often without fully accounting for technical debt, fragmented data, and operational realities. Leading to delays, low adoption and the loss of trust with the users.

The key to avoiding these common mistakes is start small, co-design with frontline users, and take them along on the journey, investing in data maturity early.

Technology should be introduced incrementally and with a clear path, change management, and governance. With time to learn from each iteration and adapt to user feedback. 

Sustainable transformation in justice is evolutionary, not disruptive for disruption’s sake.