NuAxis Innovations and the art of making government less trying

In 2014, the Department of Labor had a problem that will sound familiar to anyone who has ever spent an afternoon being transferred. Its IT support was spread across multiple help desks and five separate infrastructures. The department wanted one place to go for help. Bringing those systems together meant understanding the people using them, including what happened between the moment something broke and the moment somebody took responsibility.

That is useful territory for a company profile. Government technology rarely receives applause for the ordinary things it makes possible. Yet the small indignities of a service - a confusing question, an unexplained wait, a request without an owner - can become the public’s entire impression of the institution behind it. NuAxis Innovations works on those details while also handling the machinery underneath.

A park service relationship becomes a company

NuAxis began in 2002. Co-founder Imran Akram had developed a relationship with the National Park Service while working in software engineering. When he started his own business, that relationship gave him a reason to concentrate on government IT. The origin is refreshingly specific: an agency still needed technical services, and an engineer had earned its confidence.

The business expanded into infrastructure management, information security, applications and project management. It appeared on the Inc. 5000 in 2016 and 2017. That history matters because its present emphasis on customer experience sits on top of years spent supporting the systems agencies already had. NuAxis approaches modernization with the background of a contractor whose work must keep functioning after the presentation ends.

Its customer list includes Interior, Labor, GSA, HHS, USDA, the IRS and the Library of Congress. The purchaser is usually an institution. The eventual user might be a federal employee, a permit applicant or a researcher. Keeping those different people in view is harder than the phrase “customer experience” makes it sound.

The ticket should not become an orphan

At Labor, NuAxis interviewed 25 field and regional customers and held weekly discussions with department employees. Its published account describes a consolidated desk serving more than 17,000 employees across 22 agencies. A consequential operating detail: the first-line team kept ownership of a ticket through resolution, even after escalating it.

For the person asking for help, continuity has practical value. They need someone who knows the history of the problem and will pursue the next step. A polished portal cannot compensate for a request that disappears between teams. The transferable idea is almost embarrassingly plain: attach responsibility to the request, then build the workflow around it.

Those figures describe operating scale. They do not, by themselves, establish financial return. A buyer considering a similar project should weigh discovery, migration, training and continuing support against the time lost to fragmented service. The technical consolidation is one part of the economic calculation; the employee’s interrupted day belongs in it too.

A good database with a difficult front door

The Congressional-Executive Commission on China offers another example. Its political-prisoner database supplied information used by researchers, activists and NGOs. NuAxis’s account describes users struggling to find and navigate the resource. The information could be valuable while the experience of obtaining it remained exasperating.

NuAxis interviewed people about how they searched for the database, reached it and used it. The redesign included a cleaner interface and a feed of recent entries relevant to a user’s preferences. The company reports completing the upgrade in six months, with no additional dedicated staff required for the resulting system.

The instructive failure was in access and navigation. It suggests a question any organization can borrow: where does the user’s work actually begin? A team that studies only the screen it owns may miss the search, confusion and workarounds that precede it. Discovering those steps can change what the team decides to build.

Customer research earns a seat in the sprint

NuAxis calls its delivery method DevSecCXOps. The name inserts customer experience into the familiar language of development, security and operations. The substance is continuous involvement: research informs planning, feedback shapes features, adoption gets measured and the experience remains a concern after deployment.

The company has tried teaching that habit internally. On December 9, 2020, more than 250 employees joined a virtual event called CXtravaganza. Teams examined experiences such as onboarding and help-desk interactions, interviewed customers and proposed improvements from the pain points they heard.

There is something pleasingly practical about making a technology company investigate its own services. An interview gives staff a task; a slogan gives them something to nod at. NuAxis’s exercise can be copied without buying its software: choose an everyday service, speak to the recipient and trace one avoidable difficulty to its owner.

From a functioning machine to a usable workday

NuAxis also works with Nexthink on digital employee experience. Their partnership, announced in May 2024, combines real-time analytics, automation and employee feedback. Nexthink recognized NuAxis with its inaugural North America Public Sector DEX Trailblazer award that December.

The logic is straightforward. Technical service metrics describe whether infrastructure meets its targets. Employees experience whether they can complete their work. NuAxis advocates experience-level agreements that bring satisfaction, ease of use and productivity into the discussion. Both kinds of measurement are useful; the latter makes the employee’s lost time harder to overlook.

“Our partnership with Nexthink reflects our commitment to enhancing digital experiences to meet the evolving mission of government.”Raza Latif / December 2024

The forms acquire intelligence

The newer product family, NuAI, applies automation to familiar agency chores. NuAI for CX assesses website content, accessibility and usability. In its March 2025 introduction, NuAxis described testing 20 heavily visited DMV and BMV websites. The output included identified issues and recommendations. An assessment offers a starting point for remediation; someone still has to act on it.

NuPermits addresses intake, review and permitting workflows. NuAxis describes work on the Fish and Wildlife Service’s ePermits system spanning more than 400 permit types, with dynamic forms, applicant guidance and status updates. Its current offering includes AI-assisted review with human oversight. The practical appeal is fewer preventable mistakes arriving on a reviewer’s desk.

NuGrants targets time-consuming grant-review stages, including extracting requirements from funding notices and scoring narratives. NuAI for ITSM targets proactive support and observability. These offerings place AI inside work an agency already performs. Their usefulness depends on clear requirements, reliable information and people who remain accountable for consequential decisions.

The business behind the better experience

NuAxis operates in the federal services market, where agencies buy delivery capacity as well as tools. Its portfolio includes cloud operations, contact centers, application development and enterprise-platform implementation. GSA contract vehicles and joint ventures provide routes to purchasing that work. Platform expertise includes ServiceNow, Microsoft, AWS and Nexthink.

Its competitive position rests on combining operational delivery with customer research. Agencies comparing providers should examine the fit to their particular workflow, the integration burden and who will support the result. This approach needs access to users and permission to change processes. If an organization insists on preserving every handoff, a faster interface may merely deliver people to the same old queue.

The useful NuAxis idea is a discipline: follow the person’s task across the boundaries of the system. Listen before designing. Keep ownership visible. Measure the completed work as well as the working technology. For a company whose market is government, that is a sensible place to earn its keep.