Generac's sales of industrial-scale generators have been rising based on demand from data centers and its stock price has more than doubled since the start of the year. The company is expanding in Wisconsin, with plans to open a new factory to meet growing demand.
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When most people think about biotechnology, they often think about medicine or science labs. But during our most recent Forum, leaders from across agriculture, manufacturing, research, and policy explored a different reality: biotechnology is increasingly becoming part of the future of farming itself.
And in many ways, that future is already here.
The conversation centered on the growing “bioeconomy,” a term used to describe products and industries powered by biological resources and life science innovation. While that may sound technical, the real-world applications are surprisingly familiar.
Paper products. Household cleaners. Clothing fibers. Food ingredients. Renewable fuels. Packaging materials. Even alternatives to plastics and industrial chemicals.
Many of these products can now be created using agricultural feedstocks and advanced fermentation technologies, opening the door to entirely new markets for farmers and rural communities.
Agriculture’s Expanding Role
Biotechnology is increasingly being viewed as a solution to some of the world’s biggest challenges, including food security, climate resilience, health, and sustainable manufacturing.
For decades, agriculture has largely focused on producing food, feed, and fuel. But biotechnology is rapidly expanding what crops and agricultural byproducts can become.
One topic discussed throughout the Forum was precision fermentation, a process that uses feedstocks like corn sugar, soy glycerol, sorghum, sugar beets, and sugar cane to create products through fermentation. In simple terms, plant materials are placed into fermentation systems where microorganisms produce ingredients and materials that can later be used in consumer goods and manufacturing.
The products created through these systems can range from natural food dyes and personal care products to polymers designed to replace petroleum-based plastics. Speakers noted that many major companies have already been using fermentation technologies in parts of their product portfolios for years.
For agriculture, that means crops may increasingly serve as the foundation for industries far beyond traditional commodity markets.
A Growing Consumer Market
Consumer awareness around plant-based and bio-based products is also growing.
Research shared during the forum showed that 67% of consumers say they use plant-based products monthly, while 86% say they are likely to include plant-based products in the next three months.
Importantly, panelists emphasized that these products are not limited to food. Consumers are already encountering bio-based materials in:
Speakers also noted that consumers increasingly view agriculture more favorably when they understand the role farmers play in producing these materials and products.
Why the Midwest Matters
The Midwest is particularly well-positioned to play a major role in the bioeconomy because of its strong agricultural production and existing infrastructure.
Illinois, Indiana, and Nebraska were repeatedly highlighted during the discussion as regions likely to see continued growth in biomanufacturing and fermentation technologies. Biomass and agricultural feedstocks are often processed close to where they are produced because transportation can be expensive and inefficient.
Panelists also discussed how biotechnology could help strengthen rural economies by creating additional demand for agricultural products while supporting domestic manufacturing and reducing reliance on imported materials.
At a time when farmers continue to face rising input costs and economic uncertainty, many speakers described biotechnology as an opportunity to diversify markets and create additional value streams tied to agriculture.
The Biggest Barrier: Infrastructure
Despite the enthusiasm surrounding biotechnology, one challenge surfaced repeatedly throughout the forum: the United States lacks enough infrastructure to scale many of these technologies.
One speaker compared the process to baking cookies:
The problem, panelists explained, is that many technologies struggle to move beyond the pilot stage because building manufacturing infrastructure is expensive and complex.
The Integrated Fermentation and Biomanufacturing (IFAB) initiative was highlighted as one effort working to address this gap. Federally and state-funded investments are helping build shared infrastructure, including fermentation tanks and pilot facilities, so companies do not each need to independently build costly manufacturing systems from scratch.
Several speakers stressed the need for additional investment in pilot facilities, demonstration infrastructure, feedstock processing, and manufacturing systems to help promising technologies successfully reach commercial scale.
Without that investment, some companies may continue moving operations overseas to countries with lower costs and stronger infrastructure support.
Research and Policy Will Shape the Future
The conversation also focused heavily on the role of research and public policy in determining whether the United States can remain competitive in the growing bioeconomy.
Panelists discussed federal initiatives supporting biomanufacturing, renewable fuels, and rural infrastructure, along with state-level investments designed to position regions like Illinois as leaders in agricultural innovation.
At the same time, concerns were raised about declining agricultural research funding and increasing global competition from countries like China and Brazil.
Several speakers emphasized that continued investment in agricultural research, crop science, and biotechnology will be critical to improving yields, increasing efficiency, and developing sustainable solutions that can meet future demand without dramatically expanding agricultural land use.
Building Public Trust & Understanding
Throughout the discussion, panelists repeatedly returned to one final theme: public trust and understanding matter.
Many consumers still do not fully understand what biotechnology is, how bio-based products are made, or how they fit into everyday life. Speakers stressed the importance of transparency and communication that helps people connect these technologies to practical outcomes, whether that means safer manufacturing jobs, more sustainable materials, or new opportunities for farmers and rural communities.
The post From Cornfields to Consumer Products: How Biotechnology Could Create New Opportunities for Farmers appeared first on Farm Foundation.
LAS VEGAS — The Trump administration may have the revoked greenhouse gas (GHG) rules, but student transportation fleets are still barreling toward a major emissions change that will reshape diesel engine technology, maintenance practices and purchasing strategies as soon as Jan. 1, 2027.
That was the clear message from engine and truck executives during Monday’s ACT Expo roundtable, “What the Final Rule Means for Fleets, OEMs & Suppliers.” Cummins and International leaders urged fleets to prepare now for the new low nitrogen oxides (NOx) rules — and not be lulled into complacency by headlines regarding greenhouse gas (GHG) rollbacks.
David Hillman, vice president of integrated technology sales at IC Bus parent company International, told attendees that many fleets still misunderstand the regulatory landscape. He said fleets often assume that because federal GHG actions were rescinded, tailpipe rules are off the table. That, he warned, is wrong.
He urged fleets to separate climate-focused GHG policy from criteria pollutant rules such as NOx. The federal GHG “endangerment” framework — which effectively pushed manufacturers toward battery-electric vehicles by requiring rapid fuel-efficiency gains — has been set aside.
But the EPA’s low-NOx rule remains, added panelist Andrea Lukas, the director of product management for the North American on-highway business at Cummins
“We’ve heard from high-level officials at EPA that’s sticking, so we need to prepare for that now,” she said.
The upcoming federal standard will tighten heavy-duty NOx limits to 35 milligrams, or 0.035 g/bhp-hr, starting Jan. 1. Hillman described the change as an approximately 80 percent reduction in NOx compared with current levels. That shift is substantial, even though the core diesel technology path of diesel oxidation catalysts, diesel particulate filters and selective catalyst reduction aftertreatment will remain largely familiar.
For school buses, that means diesel is not going away anytime soon, but the next generation of engines will be more complex, more tightly controlled and, almost certainly, more expensive.
“Speaking for International, we’ve been fairly direct that we are we’re very bullish on diesel … it’s hard to beat the efficiency of the diesel combustion cycle … diesel’s got a very enviable track record in position,” Hillman added. “I think it’s reasonable to expect diesel efficiency to still be applicable into the 2040 and beyond realm.”
A year to 18 months ago and even at the STN EXPO East conference in March, many fleets heard dire projections about price spikes for 2027-compliant vehicles. Hillman explained those early figures assumed not only new hardware but also much longer federal emission warranty and “useful life” requirements — in some proposals, up to 10 years.
He said roughly half of the anticipated price increase was tied to added hardware and design changes, while the other half came from extended emission warranties and the costly validation work to ensure engines would still meet the 35 mg NOx limit a decade after production.
More recent signals from EPA suggest warranty and useful-life requirements may revert closer to today’s norms, such as five years or 100,000 miles in the heavy-duty space. If that holds in the final rule, Hillman said fleets can roughly “cut in half” some of the largest price increases they heard discussed last year.
Still, the technology required to hit 35 mg NOx rule has its costs. Student transportation directors should budget for higher acquisition costs for 2027 and newer diesel buses, even if the final price tags fall short of the early worst-case scenarios. Exact numbers will not be clear until the EPA’s rulemaking language is finalized.
On performance, both Cummins and International stressed that fleets should not expect the kind of fuel-economy and drivability disruptions seen in the 2007 and 2010 emission changeovers.
Lukas said the focus is now building on mature architectures rather than introducing unproven concepts. Larger catalysts, new heating strategies to address cold-start NOx, and packaging changes are being paired with redesigned, lighter engine blocks and combustion improvements.
Lukas said Cummins is targeting fuel efficiency improvements on its new platforms and weight neutrality once lighter engine components and larger aftertreatment systems are balanced. She also said the company aims to keep diesel exhaust fluid (DEF) consumption in a similar range to today’s levels.
“We are utilizing a belt‑driven alternator, so pretty simple technology on the engine, and so that powers heaters in the aftertreatment … trying to simplify it as much as possible by using known designs,” she explained.
Hillman said International’s S13 powertrain is engineered to be fuel-economy neutral and weight neutral with the 2027 regulations in most applications. He expects DEF consumption to rise modestly — on the order of one percentage point relative to fuel, rather than a dramatic jump.
For school buses, that could mean routing, refueling infrastructure and gross vehicle weight ratings may not require wholesale redesigns. Instead, DEF logistics and range assumptions should be revisited once final product specifications are known.
One message that came through clearly for maintenance managers: Training cannot wait.
Lukas said Cummins will begin rolling out technician training for 2027 products over the next one to two months, with materials pushed through OEM and dealer channels. She urged fleets to take every available opportunity to get technicians trained early, especially around new service tools.
For fleets running Cummins-powered trucks and buses, one major shift will be the retirement of Cummins Insight on the model-year 2027 and beyond fuel-agnostic HELM platforms. Instead, Cummins will rely on Guidanz as its primary diagnostic and service interface, with expanded digital capabilities, including portals, over-the-air diagnostics and remote calibration updates.
International, which carries over roughly 90 percent of the hardware in its S13 powertrain from current products, expects less disruption in its own toolchain. But Hillman echoed Lukas on the need for ongoing technician and driver training to keep pace with more sophisticated electronics and emissions controls.
Hillman and Lukas also warned that the back half of 2026 is likely to be production-constrained, as fleets across multiple sectors pull forward purchases to avoid first-year 2027 NOx rule pricing and complexity. This year’s State of Sustainable Fleets report unveiled Monday at ACT Expo stated that manufacturers are already selling out new build slots for the third and fourth quarters of 2026.
While the panelists said they do not expect a pre-buy on the scale of 2007 or 2010, both Cummins and International anticipate enough “front-loading” of demand to stress supplier capacity. In practice, that means school bus orders for the 2026–2027 school year could compete with a crowded market, especially for certain configurations.
Article written with the assistance of AI session transcript.
Related: Updated: EPA Seeks to Expand Fuel Scope of Clean School Bus Program
Related: Amid ‘Unprecedented Degree of Uncertainty,’ CARB Proposes Two Pathways for Emissions Regulations
Related: Micro Bird Officially Opens U.S. Manufacturing, School Bus Production Already Underway
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Wisconsin lost thousands of manufacturing jobs in 2025, driven in part by an aging workforce and hesitancy to expand hiring in an uncertain economy.
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Electric vehicle registration is on the rise in Wisconsin. But battery life unease is a roadblock preventing wider adoption of EVs. Wisconsin's DOT Secretary visited "The Larry Meiller Show" to discuss what the DOT is doing to alleviate the "plug-in panic."
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In today’s rapidly changing fleet management environment, navigating the costs and benefits of fuel types can be increasingly challenging. Evolving regulatory demands and emission standards are creating greater complexity and volatility.
That’s why Thomas is working collaboratively with districts to help them manage their unique transportation challenges by providing an array of fueling options. The launch of the Saf-T-Liner C2 Gasoline expands Thomas Built Buses’ powertrain lineup to include diesel, electric and gasoline, giving districts the flexibility to choose the solution that best fits their operational needs.
For school transportation directors already managing the demands of daily operations, having the right fuel solution is essential. Thomas gives school districts greater flexibility by providing options designed to fit the fueling needs of school districts of every size and stage while supporting their existing infrastructure, budget parameters and regulatory requirements. Adding to its industry-leading diesel and electric powertrain options, Thomas’ new gasoline engine option for the Saf-T-Liner C2 school bus rounds out its full range of fuel options.
Announced at STN Expo East in Concord, N.C., the Saf-T-Liner C2 Gasoline from Thomas Built Buses features the B6.7 Octane engine produced by global power leader Cummins Inc. Its introduction supports Thomas’ commitment to empowering fleet managers with real choices designed to ensure their long-term success. This new gasoline engine option provides diesel-like durability and performance while expanding Thomas’ powertrain lineup, so it now encompasses electric, diesel and gasoline solutions. While the new gasoline option expands fuel flexibility, it also delivers operational advantages for districts seeking lower maintenance complexity.
Designed in partnership with customers to address current school transportation needs, the gasoline-powered Saf-T-Liner C2 bus delivers key advantages in total cost and serviceability, such as better fuel economy than competitive gasoline engines and the ability to run on regular 87-octane gasoline—making it easy to refuel within existing gasoline infrastructure. The gasoline-powered C2 also delivers 2 to 3 times longer service intervals, including oil and filter changes up to 15,000 miles.
A purpose-built, durable, turbocharged gasoline engine for medium-duty applications, the Cummins B6.7 Octane is the first of its kind in the category. With up to 2 million miles logged before production, the engine features a flat torque curve that mirrors Cummins’ trusted B6.7 diesel platform. The B6.7 Octane by Cummins will be available in the Saf-T-Liner C2 Gasoline in 220- and 260-horsepower ratings, delivering up to 600 lb-ft of torque.
In addition to robust performance, it’s designed to offer familiar drivability and smooth power at low speeds. Another feature of the gasoline-powered Saf-T-Liner C2 bus is an optional compression brake for improved vehicle control and reduced brake wear.
Built on the proven Saf-T-Liner C2 platform, the gasoline-powered model also supports technician and driver familiarity—streamlining training, simplifying maintenance routines and reducing the learning curve that can accompany new vehicle introductions. For districts with mixed fleets or those transitioning between fuel types, this consistency is a genuine operational advantage. This new gasoline-powered Cummins engine offers Thomas customers the reliable power and performance they have come to expect from its diesel counterpart, while providing an alternative that meets evolving emissions standards.
There is no single fuel solution for every district—only the right fit for each organization. By adding gasoline to its portfolio of diesel and electric options, Thomas gives fleet managers the flexibility to select the powertrain that aligns with their infrastructure, budgets and regulatory requirements. Each option is backed by the company’s time-proven reliability, durability and responsiveness to fleet operations. With its full range of powertrains, Thomas makes it easier to choose the best fueling option without compromising on safety, performance or peace of mind.
To learn more about the Saf-T-Liner C2 gasoline, visit the Thomas Built Buses website.
The views expressed are those of the content sponsor and do not reflect those of School Transportation News.
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Blue Bird Corporation announced its pending acquisition of the remaining 50-percent equity interest in Micro Bird, a joint venture with Canadian bus manufacturer Girardin Minibus. The $198.2 million deal, which values Micro Bird at $429.6 million, is expected to close by the end of the second quarter, pending regulatory approval and customary closing conditions.
The OEM confirmed Micro Bird President Eric Boule and his current management team continue to oversee day-to-day operations.
The Micro Bird brand originated in the mid-1970s, when Blue Bird introduced its first Type A school bus built on a cutaway van chassis. Blue Bird entered a supply agreement with Girardin Minibus in 1992 to build the Micro Bird in Quebec. The most recent joint venture between Blue Bird and Girardin was signed in 2009, which created Micro Bird, Inc.
The transaction announced Tuesday is funded through a combination of 70-percent stock and 30-percent cash. It includes the $16.5 million purchase of Micro Bird’s new manufacturing facility in Plattsburgh, New York and the transfer of its OEM service parts inventory for $400,000, according to a company presentation on the deal strategy and structure. Blue Bird said it plans to issue 2.7 million shares to fund the stock portion and use $154.2 million in cash for the remainder.
Blue Bird said the acquisition is expected to enhance the company’s market share in the K-12 student transportation industry by expanding its product portfolio to include a comprehensive lineup of Type A, C and D buses powered by diesel, gas, propane, and electric powertrains. The deal will also double Micro Bird’s addressable market in the U.S., thanks to its compliance with Buy America requirements, and strengthen Blue Bird’s presence in Canada.
The transaction is projected to be immediately accretive to earnings, with an estimated 8.2 percent increase in earnings per share in fiscal year 2026. Blue Bird’s pro forma revenue is expected to grow from $1.5 billion to $1.9 billion, while adjusted EBITDA is forecasted to increase from $225 million to $250 million. The company said it anticipates long-term revenue growth to reach $2.5 billion by 2030, with an EBITDA margin exceeding 15 percent.
Micro Bird, known for its high-quality school, commercial and electric buses, is well-positioned for long-term growth. Blue Bird said the acquisition will enable it to leverage Micro Bird’s expertise in electric vehicle technology, streamline development and expand into adjacent markets such as commercial and specialty vehicles as well as drive engineering efficiencies, enhance market share, and deliver value to shareholders through profitable growth and stock buybacks.
This article is developing.
Related: NASDPTS Sunsets School Bus Manufacturers Technical Council, Announces Updates
Related: School Bus Manufacturers Stay the Course Despite Regulatory, Funding Uncertainty
Related: Engine, Truck Manufacturers Support EPA Easing Derate of SCR Diesel Emissions Controls
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VANCOUVER, Canada, – GreenPower Motor Company Inc. (Nasdaq: GP) (“GreenPower” and the “Company”), a leading manufacturer and distributor of all-electric, purpose-built, zero-emission medium and heavy-duty vehicles serving the cargo and delivery market, shuttle and transit space and school bus sector, today announced that the Company has received formal notice from The Nasdaq Stock Market LLC (“Nasdaq”) confirming that the Company has regained compliance with Nasdaq Listing Rule 5550(b)(1), the “Equity Rule,” and otherwise satisfies all applicable criteria for continued listing on The Nasdaq Capital Market.
“Over the past few months GreenPower has completed a series of transactions including raising new capital with an equity offering of Series A Convertible Preferred Shares for up to $18 million, term loans of $5 million and a new banking relationship with CIBC including a line of credit and term loan. In addition, the Company exchanged $7 million of related party loans for convertible debentures and $3 million of related party loans for Series B Convertible Preferred Shares,” said Fraser Atkinson, CEO of GreenPower. “These transactions have helped the Company regain full compliance with the Nasdaq listing criteria as well as with the execution of our strategic goals.”
Notwithstanding the Nasdaq compliance determination, the Company will remain subject to a Panel monitor for one year. If, within that one-year monitoring period, Staff finds the Company again out of compliance with the Equity Rule that was the subject of the hearing, the Company will be subject to a delisting determination and will not have the opportunity to present a compliance plan for the Staff’s consideration. However, the Company will be afforded the opportunity to request a hearing before the Hearings Panel, and the hearing request will automatically stay any suspension or delisting action pending the conclusion of the hearings process and the expiration of any additional extension period granted by the Panel following the hearing.
The Company’s common stock will continue to trade on Nasdaq under the ticker symbol “GP.”
About GreenPower Motor Company Inc.
GreenPower designs, builds and distributes a full suite of high-floor and low-floor all-electric medium and heavy-duty vehicles, including transit buses, school buses, shuttles, cargo van and a cab and chassis. GreenPower employs a clean-sheet design to manufacture all-electric vehicles that are purpose built to be battery powered with zero emissions while integrating global suppliers for key components. This OEM platform allows GreenPower to meet the specifications of various operators while providing standard parts for ease of maintenance and accessibility for warranty requirements. For further information go to www.greenpowermotor.com
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VANCOUVER, Canada – GreenPower Motor Company Inc. (Nasdaq: GP) (“GreenPower” and the “Company”), a leading manufacturer and distributor of all-electric, purpose-built, zero-emission medium and heavy-duty vehicles serving the cargo and delivery market, shuttle and transit space and school bus sector, today reported revenue of $8.5 million and net income of $4.2 million as a part of its financial results for the period ended December 31, 2025.
“Despite significant headwinds in the EV sector in general, GreenPower has made substantial strides with its transition from building EVs on spec., to a production strategy driven by building EVs to customer orders.” said Fraser Atkinson, GreenPower Chairman and CEO. “This transition has required recapitalization of the Company, retooling our manufacturing, managing inventory, and obtaining sources of production funding.”
“GreenPower is very excited about the excellent progress in the deployment of all-electric, purpose-built school buses during the last quarter in New Mexico; Continuing to perform on the state sponsored, two-year, zero emissions school bus pilot project.” said Brendan Riley, President of GreenPower. “This project uses the compelling West Virginia pilot project as its model but is focussed on the specific needs of New Mexico school districts where there will be challenges on deploying in both city and rural settings, challenges with charging infrastructure and operating the school buses in extreme cold weather at high elevations.”
Third Quarter 2026 Highlights
Generated revenues of $8.5 million in the third quarter of the 2026 fiscal year compared to $7.2 million for the third quarter in the previous year. Revenue was generated from the sale of vehicles, parts, leases and deferred income. Gross profit on the sale of vehicles was approximately 28%.
Total sales, general and administrative costs of $2.4 million in the third quarter compared to $5.2 million for the third quarter in the previous year representing a significant reduction in the Company’s recurring expenses. Excluding non-cash items, the sales, general and administrative costs in the current quarter were less than $2 million.
Working capital of more than $5 million and increased cash from the beginning of the fiscal year.
During the quarter the Company undertook the management of the New Mexico All-Electric, Purpose-Built, Zero-Emission School Bus Pilot Program. The contract with the state of New Mexico provides funding of more than $5 million for the deployment of GreenPower’s all-electric Type A Nano BEAST, Type A Nano BEAST Access, Type D BEAST and Type D Mega BEAST school buses, charging infrastructure and management of a pilot project in the state.
During the quarter the Company raised gross proceeds of $1,120,050 from the issuance of Series A convertible preferred shares (the “Series A shares”) with a stated value of $1,179,000. The initial tranche was comprised of 754 Series A shares issued pursuant to an effective shelf registration statement and 425 Series A Shares issued in a concurrent private placement. The Company and investor agreed that a follow-on tranche of 926 Series A Shares with a stated value of $926,000 and purchase price of $879,700 will be issued at a later date. The institutional investor has the right to acquire and the Company has the right to issue additional Series A Shares in tranches of up to $2 million, subject to certain terms and conditions, to a total of up to US$16 million
Subsequent to the end of the quarter GreenPower completed several transactions to recapitalize the Company. The Company closed on two term loans for a total of $5 million, closed on the new banking relationship with CIBC including a line of credit and Term Loan, paid out the existing bank line of credit, exchanged $7 million of related party loans for convertible debentures and exchanged $3 million of related party loans for Series B Convertible Preferred Shares.
For additional information on the results of operations for the period ended December 31, 2025 with the financial statements and related reports posted on GreenPower’s website as well as on SEDAR Plus or on EDGAR.
About GreenPower Motor Company Inc.
GreenPower designs, builds and distributes a full suite of high-floor and low-floor all-electric medium and heavy-duty vehicles, including transit buses, school buses, shuttles, cargo van and a cab and chassis. GreenPower employs a clean-sheet design to manufacture all-electric vehicles that are purpose built to be battery powered with zero emissions while integrating global suppliers for key components. This OEM platform allows GreenPower to meet the specifications of various operators while providing standard parts for ease of maintenance and accessibility for warranty requirements. For further information go to www.greenpowermotor.com
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The Federal Highway Administration (FHWA) seeks public input on a proposed modification to its waiver of Buy America requirements for electric vehicle (EV) chargers, which could impact K-12 student transportation professionals looking to use federal funds to purchase the equipment for electric school buses.
The proposal, announced Tuesday by FHWA Administrator Sean McMaster, aims to increase the domestic content requirement for EV chargers used in federally funded projects.
Currently, the waiver issued two years ago allows EV chargers manufactured in the U.S. to meet a 55-percent domestic component cost threshold. FHWA is considering raising this requirement to as much as 100 percent, meaning all components of EV chargers would need to be sourced domestically.
This change could have significant implications for school districts planning to use federal funds for EV charger acquisition or installation, when or if the EPA’s Clean School Bus Program or other funding projects return. FHWA said the proposal is part of a broader effort to support domestic manufacturing and align with federal priorities to maximize the use of American-made products in infrastructure projects.
If finalized, the new requirements would apply to projects obligated after the publication of the final notice.
Public comments on Docket No. FHWA-2025-007030 will be available through March 16 at 11:59 p.m. Eastern. FHWA said transportation professionals are encouraged to share their perspectives on the potential impact of the increased domestic content requirement, including any challenges or benefits it may present for school bus electrification projects.
Related: EPA ‘Revamping’ Clean School Bus Program
Related: Report: Inequities in Canadian Electric School Bus Transition Threaten At-risk Populations
Related: Deploying Electric School Buses in Rural and Suburban Districts
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Across a career’s worth of pioneering product designs, Doug Field’s work has shaped the experience of anyone who’s ever used a MacBook Air, ridden a Segway, or driven a Tesla Model 3.
But his newest project is his most ambitious yet: reinventing the Ford automobile, one of the past century’s most iconic pieces of technology.
As Ford’s chief electric vehicle (EV), digital, and design officer, Field is tasked with leading the development of the company’s electric vehicles, while making new software platforms central to all Ford models.
To bring Ford Motor Co. into that digital and electric future, Field effectively has to lead a fast-moving startup inside the legacy carmaker. “It is incredibly hard, figuring out how to do ‘startups’ within large organizations,” he concedes.
If anyone can pull it off, it’s likely to be Field. Ever since his time in MIT’s Leaders for Global Operations (then known as “Leaders in Manufacturing”) program studying organizational behavior and strategy, Field has been fixated on creating the conditions that foster innovation.
“The natural state of an organization is to make it harder and harder to do those things: to innovate, to have small teams, to go against the grain,” he says. To overcome those forces, Field has become a master practitioner of the art of curating diverse, talented teams and helping them flourish inside of big, complex companies.
“It’s one thing to make a creative environment where you can come up with big ideas,” he says. “It’s another to create an execution-focused environment to crank things out. I became intrigued with, and have been for the rest of my career, this question of how can you have both work together?”
Three decades after his first stint as a development engineer at Ford Motor Co., Field now has a chance to marry the manufacturing muscle of Ford with the bold approach that helped him rethink Apple’s laptops and craft Tesla’s Model 3 sedan. His task is nothing less than rethinking how cars are made and operated, from the bottom up.
“If it’s only creative or execution, you’re not going to change the world,” he says. “If you want to have a huge impact, you need people to change the course you’re on, and you need people to build it.”
A passion for design
From a young age, Field had a fascination with automobiles. “I was definitely into cars and transportation more generally,” he says. “I thought of cars as the place where technology and art and human design came together — cars were where all my interests intersected.”
With a mother who was an artist and musician and an engineer father, Field credits his parents’ influence for his lifelong interest in both the aesthetic and technical elements of product design. “I think that’s why I’m drawn to autos — there’s very much an aesthetic aspect to the product,” he says.
After earning a degree in mechanical engineering from Purdue University, Field took a job at Ford in 1987. The big Detroit automakers of that era excelled at mass-producing cars, but weren’t necessarily set up to encourage or reward innovative thinking. Field chafed at the “overstructured and bureaucratic” operational culture he encountered.
The experience was frustrating at times, but also valuable and clarifying. He realized that he “wanted to work with fast-moving, technology-based businesses.”
“My interest in advancing technical problem-solving didn’t have a place in the auto industry” at the time, he says. “I knew I wanted to work with passionate people and create something that didn’t exist, in an environment where talent and innovation were prized, where irreverence was an asset and not a liability. When I read about Silicon Valley, I loved the way they talked about things.”
During that time, Field took two years off to enroll in MIT’s LGO program, where he deepened his technical skills and encountered ideas about manufacturing processes and team-driven innovation that would serve him well in the years ahead.
“Some of core skill sets that I developed there were really, really important,” he says, “in the context of production lines and production processes.” He studied systems engineering and the use of Monte Carlo simulations to model complex manufacturing environments. During his internship with aerospace manufacturer Pratt & Whitney, he worked on automated design in computer-aided design (CAD) systems, long before those techniques became standard practice.
Another powerful tool he picked up was the science of probability and statistics, under the tutelage of MIT Professor Alvin Drake in his legendary course 6.041/6.431 (Probabilistic Systems Analysis). Field would go on to apply those insights not only to production processes, but also to characterizing variability in people’s aptitudes, working styles, and talents, in the service of building better, more innovative teams. And studying organizational strategy catalyzed his career-long interest in “ways to look at innovation as an outcome, rather than a random spark of genius.”
“So many things I was lucky to be exposed to at MIT,” Field says, were “all building blocks, pieces of the puzzle, that helped me navigate through difficult situations later on.”
Learning while leading
After leaving Ford in 1993, Field worked at Johnson and Johnson Medical for three years in process development. There, he met Segway inventor Dean Kamen, who was working on a project called the iBOT, a gyroscopic powered wheelchair that could climb stairs.
When Kamen spun off Segway to develop a new personal mobility device using the same technology, Field became his first hire. He spent nearly a decade as the firm’s chief technology officer.
At Segway, Field’s interests in vehicles, technology, innovation, process, and human-centered design all came together.
“When I think about working now on electric cars, it was a real gift,” he says. The problems they tackled prefigured the ones he would grapple with later at Tesla and Ford. “Segway was very much a precursor to a modern EV. Completely software controlled, with higher-voltage batteries, redundant systems, traction control, brushless DC motors — it was basically a miniature Tesla in the year 2000.”
At Segway, Field assembled an “amazing” team of engineers and designers who were as passionate as he was about pushing the envelope. “Segway was the first place I was able to hand-pick every single person I worked with, define the culture, and define the mission.”
As he grew into this leadership role, he became equally engrossed with cracking another puzzle: “How do you prize people who don’t fit in?”
“Such a fundamental part of the fabric of Silicon Valley is the love of embracing talent over a traditional organization’s ways of measuring people,” he says. “If you want to innovate, you need to learn how to manage neurodivergence and a very different set of personalities than the people you find in large corporations.”
Field still keeps the base housing of a Segway in his office, as a reminder of what those kinds of teams — along with obsessive attention to detail — can achieve.
Before joining Apple in 2008, he showed that component, with its clean lines and every minuscule part in its place in one unified package, to his prospective new colleagues. “They were like, “OK, you’re one of us,’” he recalls.
He soon became vice president of hardware development for all Mac computers, leading the teams behind the MacBook Air and MacBook Pro and eventually overseeing more than 2,000 employees. “Making things really simple and really elegant, thinking about the product as an integrated whole, that really took me into Apple.”
The challenge of giving the MacBook Air its signature sleek and light profile is an example.
“The MacBook Air was the first high-volume consumer electronic product built out of a CNC-machined enclosure,” says Field. He worked with industrial design and technology teams to devise a way to make the laptop from one solid piece of aluminum and jettison two-thirds of the parts found in the iMac. “We had material cut away so that every single screw and piece of electronics sat down into it an integrated way. That’s how we got the product so small and slim.”
“When I interviewed with Jony Ive” — Apple’s legendary chief design officer — “he said your ability to zoom out and zoom in was the number one most important ability as a leader at Apple.” That meant zooming out to think about “the entire ethos of this product, and the way it will affect the world” and zooming all the way back in to obsess over, say, the physical shape of the laptop itself and what it feels like in a user’s hands.
“That thread of attention to detail, passion for product, design plus technology rolled directly into what I was doing at Tesla,” he says. When Field joined Tesla in 2013, he was drawn to the way the brash startup upended the approach to making cars. “Tesla was integrating digital technology into cars in a way nobody else was. They said, ‘We’re not a car company in Silicon Valley, we’re a Silicon Valley company and we happen to make cars.’”
Field assembled and led the team that produced the Model 3 sedan, Tesla’s most affordable vehicle, designed to have mass-market appeal.
That experience only reinforced the importance, and power, of zooming in and out as a designer — in a way that encompasses the bigger human resources picture.
“You have to have a broad sense of what you’re trying to accomplish and help people in the organization understand what it means to them,” he says. “You have to go across and understand operations enough to glue all of those (things) together — while still being great at and focused on something very, very deeply. That’s T-shaped leadership.”
He credits his time at LGO with providing the foundation for the “T-shaped leadership” he practices.
“An education like the one I got at MIT allowed me to keep moving that ‘T’, to focus really deep, learn a ton, teach as much as I can, and after something gets more mature, pull out and bed down into other areas where the organization needs to grow or where there’s a crisis.”
The power of marrying scale to a “startup mentality”
In 2018, Field returned to Apple as a vice president for special projects. “I left Tesla after Model 3 and Y started to ramp, as there were people better than me to run high-volume manufacturing,” he says. “I went back to Apple hoping what Tesla had learned would motivate Apple to get into a different market.”
That market was his early love: cars. Field quietly led a project to develop an electric vehicle at Apple for three years.
Then Ford CEO Jim Farley came calling. He persuaded Field to return to Ford in late 2021, partly by demonstrating how much things had changed since his first stint as the carmaker.
“Two things came through loud and clear,” Field says. “One was humility. ‘Our success is not assured.’” That attitude was strikingly different from Field’s early experience in Detroit, encountering managers who were resistant to change. “The other thing was urgency. Jim and Bill Ford said the exact same thing to me: ‘We have four or five years to completely remake this company.’”
“I said, ‘OK, if the top of company really believes that, then the auto industry may be ready for what I hope to offer.’”
So far, Field is energized and encouraged by the appetite for reinvention he’s encountered this time around at Ford.
“If you can combine what Ford does really well with what a Tesla or Rivian can do well, this is something to be reckoned with,” says Field. “Skunk works have become one of the fundamental tools of my career,” he says, using an industry term that describes a project pursued by a small, autonomous group of people within a larger organization.
Ford has been developing a new, lower-cost, software-enabled EV platform — running all of the car’s sensors and components from a central digital operating system — with a “skunk works” team for the past two years. The company plans to build new sedans, SUVs, and small pickups based on this new platform.
With other legacy carmakers like Volvo racing into the electric future and fierce competition from EV leaders Tesla and Rivian, Field and his colleagues have their work cut out for them.
If he succeeds, leveraging his decades of learning and leading from LGO to Silicon Valley, then his latest chapter could transform the way we all drive — and secure a spot for Ford at the front of the electric vehicle pack in the process.
“I’ve been lucky to feel over and over that what I’m doing right now — they are going to write a book about it,” say Field. “This is a big deal, for Ford and the U.S. auto industry, and for American industry, actually.”
© Photo courtesy of the Ford Motor Co.
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