Sens. Tammy Baldwin, a Wisconsin Democrat, and Bernie Moreno, an Ohio Republican, asked the Commerce Department to investigate major agricultural machinery manufacturers. (Photo by Preston Keres/USDA)
A bipartisan pair of U.S. senators from the Midwest on Thursday asked the Commerce Department to investigate major agricultural machinery manufacturers, saying they paid shareholders handsomely while offshoring jobs.
Sens. Tammy Baldwin, a Wisconsin Democrat, and Bernie Moreno, an Ohio Republican, asked Commerce Secretary Howard Lutnick to open an investigation under a law that allows tariffs to be used for national security purposes.
John Deere, Caterpillar and the Wisconsin-based Case New Holland had all laid off U.S. workers in recent years while moving manufacturing jobs to Mexico. The moves hollowed out Midwest industrial towns but made the companies enormous profits, Baldwin and Moreno wrote.
“These companies should not be allowed to eliminate American jobs, pay Mexican workers poverty wages, and then ship products back to the U.S. for additional profit on the backs of our communities,” they wrote. “They argue that offshoring is necessary to remain competitive, but when it comes time to pay executives or shareholders, they are never short of money.”
The companies have all delivered generous payments to shareholders in recent years, the senators said. John Deere has paid $8.4 billion, CNH has paid $1.7 billion and Caterpillar has paid $18.2 billion through dividends and stock buybacks, they wrote.
But payouts for investors came at the expense of their blue-collar workforce, Baldwin and Moreno wrote.
CNH laid off 220 workers from its Racine, Wisconsin, facility in 2024 and moved production to Mexico. All of the roughly 200 CNH workers in a Burlington, Iowa, facility are set to lose their jobs after the company announced in January it would close the plant. And John Deere laid off more than 3,600 union employees after moving production from Iowa to Mexico, the senators said.
Representatives for the companies did not immediately return messages seeking comment Thursday.
Section 232
The lawmakers asked Lutnick to open an investigation that could result in so-called Section 232 tariffs to deter the companies from moving production to Mexico.
“These companies and their executives should not be rewarded for destroying American jobs or permitted to import their products without facing a penalty,” they wrote.
The tariffs, named for the section of the 1962 law that created them, permits the administration to levy tariffs for national security purposes. Though created in 1962, no administration used them until President Donald Trump’s first term, when he imposed tariffs on steel and aluminum.
The administration now “has a unique opportunity,” the senators said, to prevent heavy equipment manufacturers from moving more jobs out of the country.
However, they added that any Section 232 investigation would be limited by a free trade agreement with Canada and Mexico that Trump approved in his first term. They called for the administration to “address … issues” created by the agreement, known as the U.S.-Mexico-Canada trade agreement.
The agreement “has incentivized major heavy equipment manufacturers to locate production in Mexico,” they wrote. “Any efforts that the Administration takes solely on Section 232 will be weakened by the shortcomings that currently exist in USMCA.”
Spokespeople for the Commerce Department and White House did not immediately return messages seeking comment.
MAGA appeal
The senators’ letter appeals to key parts of Trump’s political coalition.
Throughout his decade in politics, he has focused messaging on protecting farming and reviving domestic manufacturing industries.
In both his victorious presidential elections, the Republican won unusually large slices of union workers in swing states with legacy manufacturing industries while running up a major advantage with rural voters.
Trump has aggressively — and controversially — employed tariffs to encourage domestic production.
He is scheduled to host nearly 1,000 farmers at the White House on Friday.
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.
The Power of Options
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.
Gasoline-powered Innovations
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.
Cummins B6.7 Octane
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.
Partnering for Success
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.
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.
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
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
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.
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Skilled immigrant workers like Ricardo Manriquez and dairy herdsman Alex are integral to Wisconsin’s foundries and farms but face growing uncertainty under shifting federal immigration rules.
Manriquez, on a temporary TN visa, helps design complex metal castings in Manitowoc but has a tenuous path to permanent residency as visa policies and fees change.
On a dairy near Madison, Alex, who lacks legal status, struggles to recruit and retain workers as immigration enforcement tightens and labor pipelines dry up.
Wisconsin employers in manufacturing and agriculture say the changing immigration landscape is shrinking labor pools, complicating hiring and long-term workforce planning.
Ricardo Manriquez starts his shift at the Wisconsin Aluminum Foundry headquarters in Manitowoc long before the sun rises. More than 100 miles away, on a dairy farm near Madison, a herdsman named Alex is heading out to the barn with his crew to milk a few hundred cows.
Both are middle-aged fathers with neat haircuts and sensible work boots. Both studied at technical schools and have years of hands-on experience in their fields. Both are immigrants from Latin America who settled in Wisconsin over the past two decades. The Trump administration’s efforts to ramp up immigration enforcement and overhaul visa rules leave both men and their employers in difficult positions.
The recruitment pathway that brought Manriquez, an engineer from Mexico with a temporary work visa, to Wisconsin remains mostly untouched by the Trump administration’s overhaul of federal immigration policy, but his prospects of securing permanent residency in the foreseeable future have faded. Alex, an undocumented immigrant from Nicaragua, is in a more precarious position. His small team is poised to shrink, and finding new hires is more difficult than ever.
At least one in 20 Wisconsin workers is a noncitizen, and many Wisconsin employers have watched recent federal immigration policy changes sever, clog or redirect their hiring pipelines. Those employers — in manufacturing, dairy and innumerable other segments of Wisconsin’s economy — are finding their bearings in the new policy landscape, and more shake-ups or reversals may lie ahead.
Ricardo Manriquez, Wisconsin Aluminum Foundry project manager, is shown at the company’s main plant in Manitowoc, Wis., Dec. 5, 2025. (Paul Kiefer / Wisconsin Watch)
The Tijuana engineer pipeline
Manriquez’s office sits near a door to the Manitowoc plant’s labyrinthine production floor, where the motion alarms on forklifts periodically cut through the hum of heavy machinery and a Nirvana album blasting from a worker’s portable speaker.
“All my life I was involved with grease and cars and steel,” Manriquez said. His father was a mechanic, he said, and his hometown, Tijuana, is a manufacturing powerhouse. Relatively low labor costs have drawn hundreds of manufacturers to cities near Mexico’s northern border, which now serve as a hub for the North American electronics, automotive parts, aerospace and medical device industries.
With an electro-mechanical engineering degree from a local technical university in hand, Manriquez found work at Prime Wheel, an American automotive parts company with a corporate office and fabrication facilities in one of Tijuana’s factory districts. He spent nearly a decade there, working long shifts with tedious commutes while attempting to raise a family. “In Mexico, we work 48 to 60 or even 80 hours a week without extra pay,” he said. “You get paid $50 to $60 a day … If you have a family, it really doesn’t help. You need to do a side job.”
Though his supervisor promoted him from designer to project engineer, Manriquez saw few opportunities to climb higher at Prime Wheel’s Tijuana plant. Prime Wheel did not respond to a request for comment.
An employee works at his desk at the Wisconsin Aluminum Foundry, Sept. 4, 2024, in Manitowoc, Wis. (Joe Timmerman / Wisconsin Watch)
The TN visa program was Manriquez’s ticket to cross the border. A product of the North American Free Trade Agreement (NAFTA), the TN visa provides a three-year work authorization to Mexican and Canadian nationals with job offers for a limited number of high-skilled professions.
Compared with other types of employment-based visas, like the H-1B favored in the tech and health care industries, the TN visa offers a straighter path to the U.S. for skilled Mexican workers. U.S. Citizenship and Immigration Services approved nearly 16,000 TN visas for Mexican nationals in 2024, compared to just under 2,000 H-1B visas for Mexican nationals. Only 42 Canadians received TN visas that year.
Manriquez learned about an opening in Manitowoc through word of mouth, and Wisconsin Aluminum Foundry was already primed to use the TN visa program to recruit skilled engineers.
When Wisconsin Aluminum Foundry purchased a metal castings manufacturer in New Hampton, Iowa, in 2024, the company absorbed the plant’s team, including four TN visa holders. It has retained those workers and hired three more since the acquisition, including Manriquez, who joined the company last February. Most came from Tijuana’s metals industry.
The company is trying to build a domestic pipeline. It has a relationship with Wisconsin’s technical college system, which trains engineers for a range of manufacturing roles, including on quality control teams like Manriquez’s. “It’s really hard to say if (those) skill needs are growing or shrinking,” said Ian Cameron, dean of Northcentral Technical College’s School of Engineering and Advanced Manufacturing, noting that day-to-day responsibilities and compensation for engineers with similar titles vary between companies.
But attracting and retaining talent for plants in small Midwestern towns is a constant challenge, said Michelle Szymik, the company’s human resources director. New Hampton, population 3,500, sits in a quiet stretch of northeast Iowa, and skilled engineers with U.S. citizenship tend to favor less-isolated workplaces.
Wisconsin Aluminum Foundry’s product line compounds its recruiting challenges. The foundry produces intricately detailed castings for Dodge sports cars and SpaceX satellites, among other clients, and few students of U.S. technical colleges have mastered the skills needed to design those castings by graduation. “It takes a long time to come up to speed on that kind of stuff,” Szymik added. “So we do internships, but at the end of the day, it’s really nice when you can find somebody who’s already got the skill set.”
An employee walks through the Wisconsin Aluminum Foundry, Sept. 4, 2024, in Manitowoc, Wis. (Joe Timmerman / Wisconsin Watch)
Mexico’s advanced manufacturing industry provides a straightforward solution. Engineers like Manriquez come with years of experience and, Szymik said, are more willing to settle in small towns to “take care of their family and build a career.” Manriquez can earn more in two hours than he did in a day in Tijuana, and he no longer spends hours of his day trapped in gridlock.
The visa comes with trade-offs. Manriquez’s wife and children remain in Mexico, and while they are eligible to join him in Manitowoc as dependents, his wife would not receive work authorization.
The TN visa is not a path to permanent residency, and Wisconsin Aluminum Foundry would eventually need to sponsor Manriquez for another employment-based visa before helping him secure a green card and a long-term career with the company.
One of the more common paths would involve securing Manriquez an H-1B visa, which would allow him to simultaneously hold a “nonimmigrant” visa and apply for a green card. But the company would first need to prove it can’t find an equally qualified U.S. citizen for the job. If it finds a qualified candidate, Manriquez would be out of a job and on his way back to Tijuana.
The company spent nearly $12,000 to transition another employee from a TN to an H-1B visa, most of which went to legal fees. The Trump administration raised that hurdle even higher last year, introducing a $100,000 fee for new H-1B visa applications — a price tag few employers can afford, including Wisconsin Aluminum Foundry.
Wisconsin’s manufacturing sector could bear the brunt of the new H-1B fees. Of the more than 1,600 workers employed in Wisconsin who received H-1B visas or renewed their visas last year, roughly a quarter worked in manufacturing. No other sector in the state sponsored more H-1B visas in 2025.
Manriquez can still renew his TN visa, but the breakneck pace of the Trump administration’s policy changes gives him reason to wonder whether that will remain true. “Suddenly, one day to another, (things) probably can change,” he said.
Completed aluminum disks lie in a pile at the Wisconsin Aluminum Foundry, Sept. 4, 2024, in Manitowoc, Wis. (Joe Timmerman / Wisconsin Watch)
Wanted: ‘a good future for our children’
On a chilly morning in early December, Alex wore only a long-sleeve thermal shirt and a vest as he checked on the herd.
“We deal with the cold and the heat. We’re out there in all of that,” Alex told Wisconsin Watch in Spanish. “And it doesn’t matter to us because what we want is to work. What we want is to build a good future for our children.”
Alex is at ease around the animals. He studied agricultural sciences at a technical high school, and he was partway through a veterinary degree at a university in Managua 15 years ago when he headed north from Nicaragua to the U.S. He feared that the country’s security apparatus would some day come for him — a vocal opponent of authoritarian President Daniel Ortega.
He eventually approached an attorney about obtaining legal status, only to learn he had missed the eligibility window, which ended a year after his arrival. Because he lacks legal status, Wisconsin Watch has agreed to use only his first name.
“After 15 years in this country that respects your rights as a person, as a worker,” he said, going back to Nicaragua feels unthinkable. His brother, who spent four years working in Wisconsin, recently returned to care for his son, reporting back that allegiance to the ruling party is now required to access government services.
Alex has worked in dairies and manufacturing since arriving in Wisconsin, settling down at his current workplace in south-central Wisconsin to join his partner, with whom he has U.S.-born children. To minimize their risk of crossing paths with immigration enforcement, Alex’s family has cut back on all but the most basic errands. “We no longer think, ‘Oh, it’s a summer weekend. Let’s go to the mall. Let’s take the kids to an amusement park,’” he said. “We’ve reduced it to the minimum: if we need to go to a clinic or a hospital for a medical appointment, to school, to buy food.”
Alongside his daily duties leading a crew of fellow immigrant workers — all from Nicaragua — Alex serves as the farm’s recruiter. He’s held the role for the past five years, giving him a front-row view of the federal immigration crackdown’s impact on hiring.
“It’s been eight months since the last person came (to ask for work),” he said. “Before, people came here constantly.”
A worker is shown cleaning the milking barn at a farm in Wisconsin on June 11, 2024. (Ben Brewer for Wisconsin Watch)
With two members of his small crew preparing to leave the U.S., Alex now relies on his extensive network of former colleagues and acquaintances across Wisconsin to drum up replacement candidates. He’s competing with manufacturers who can offer overtime, but the farm’s isolation is now a selling point.
“Right now, security is a consideration. A farm is more separate, less involved, fewer moving people and cars,” he said. “The working conditions will be a little harder, but there’s more security.”
The farm’s owner, who spoke on condition of anonymity to avoid drawing the attention of immigration enforcement officials, added that skilled dairy workers can now be more selective when searching for new jobs. “The (labor) pool is clearly getting smaller,” he said. “If you don’t have a number of things — a nice, comfortable, attractive facility, one that people want to work in, if you don’t have a good company culture, and if you can’t provide housing, you’ll have a hard time hiring and retaining people.”
Wisconsin Farmers Union President Darin Van Ruden expects the labor drought to inflate farm wages. “You’re going to have to pay more to keep help,” he said, “which means paying someone $25 an hour versus $15.” Not all farms will be able to afford the new labor market, he added.
Alex’s employer says he has looked into the H-2A program, which provides temporary visas for hundreds of thousands of seasonal farmworkers each year, as a backup if his current crew shrinks. At least 16% of the agricultural employers that hired through the H-2A program last year own dairy herds, up from just 6% in 2020, but most sought agricultural equipment operators in seasonal job listings submitted to the U.S. Department of Labor. But the H-2A program does not provide visas for year-round roles like milking cows — a core responsibility of Alex and his crew. With that source of labor off the table, the farm’s recruitment options are slim.
While some farmers are exploring reducing labor needs through automation and rotary milking parlors, akin to a lazy Susan for cows, those options don’t eliminate the need for workers entirely.
While automation may reduce the need for some types of labor on dairy farms, some workers may simply shift to other tasks, said Hernando Duarte, a farm labor management outreach specialist with UW-Madison.
“Maybe you can need less people in the parlor,” he said, “but who is going to feed the calves? All the calves have to be fed two or three times a day. I’ve also seen more people moving more into tractors and feed work.” Rotary milking parlors, he added, also require trained staff to operate and clean.
Many workers who will learn to operate the automated milking equipment, Duarte added, will likely come from the same labor pool that currently keeps many Wisconsin dairies afloat: immigrants. But Wisconsin’s technical colleges are also preparing dairy science students for the industry’s technological frontier. Greg Cisewski, dean of Northcentral Technical College’s School of Agricultural Sciences, Utilities and Transportation, said several graduates have gone on to manage automated milking operations.
Meanwhile, Alex is preparing for the worst. He and his partner have arranged to temporarily transfer custody of their children to a U.S. citizen if they are arrested or deported, and he has been sending money back to Nicaragua for years to build a backup nest egg.
When Alex came to the U.S., he left behind a 1-year-old son. He has kept in touch, and his now-teenage son recently shared his plans to study veterinary medicine. “The degree I couldn’t finish is the degree he’s going to study,” he said.
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VANCOUVER, Canada, – GreenPower Motor Company Inc. (Nasdaq: GP) (“GreenPower” or 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 it has received credit approval from CIBC for $5 million in financing facilities, comprised of a $3 million revolving line of credit and a $2 million term loan with a three year term. Additionally, the Company has received credit approval from CIBC to enter into a letter of credit of $450,000, secured by cash collateral, and a letter of credit facility of up to $2.5 million, which is subject to approval from another financial institution. GreenPower’s transaction with CIBC is subject to finalizing documentation, as well as satisfaction of all closing conditions, and all parties are actively working towards a timely completion. In addition, GreenPower has announced that it has closed $5 million in term loans from two family offices, which have provided personal joint and several guarantees in support of these credit facilities. A portion of the net proceeds from the financings will be used to repay and close the Company’s existing operating line of credit, with the remainder used for general corporate purposes. These transactions represent an important step in the recapitalization of the Company and will allow GreenPower to accelerate production of all-electric vehicles to fulfil existing customer orders.
The Company has agreed to issue 3,205,128 non-transferable share purchase warrants (each, a “Loan Bonus Warrant”) to one of the family offices. Each Loan Bonus Warrant entitles the holder to purchase one common share of the Company (each, a “Share”) at an exercise price of US$0.78 per Share for a period of thirty-six (36) months from the closing date of the Loan. In addition, the Company has agreed to issue to one of the family offices an aggregate of 641,025 Shares (each a “Loan Bonus Share”). The family offices are each considered to be a “related party” within the meaning of Multilateral Instrument 61-101 Protection of Minority Security Holders in Special Transactions (“MI 61-101”) and each of the loans with the family offices and issuance of Loan Bonus Warrants and Loan Bonus Shares, as applicable, is considered to be a “related party transaction” within the meaning of MI 61-101 but each is exempt from the formal valuation requirement and minority approval requirements of MI 61-101 by virtue of the exemptions contained in Sections 5.5(g) and 5.7(e) of MI 61-101.
All securities issued in connection with the loans with the family offices will be subject to a statutory hold period of four months plus a day from the closing of the loan in accordance with applicable securities legislation.
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
SANTA FE, N.M.— Electric vehicle manufacturer GreenPower Motor Company (NASDAQ: GP) today announced they have reached an agreement with the New Mexico Economic Development Department (EDD) to establish operations in Santa Teresa, NM.
Internationally headquartered in Vancouver, Canada, with current operational facilities in southern California and West Virginia, GreenPower is 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.
The new 135,000 sq. ft. facility in Santa Teresa will become the company’s base for North American operations and US corporate headquarters. The move is estimated to generate over $200 million in economic impact for New Mexico over the next decade, creating more than 340 jobs.
The company will receive a $5 million LEDA award from the state and $4.6 million in job training incentive funds (JTIP). The company also qualified for a $1.36 million Rural Jobs Tax Credit (RJTC) and $3.65 million as part of New Mexico’s High-Wage Jobs Tax Credit program.
“Establishing GreenPower’s new manufacturing facility in Santa Teresa marks a significant milestone in our expansion and commitment to safe, sensible, sustainable transportation solutions,” said Fraser Atkinson, CEO of GreenPower. “This strategic move leverages the region’s highly skilled and dedicated workforce, which has long been recognized as a key driver of economic growth and innovation in southern New Mexico.”
Santa Teresa’s Foreign Trade Zone designation was a key factor in the company’s decision, offering streamlined customs and cost-effective trade that support efficient production and distribution of zero-emission vehicles across North America. The designation also provides access to the North American Development Bank, underscoring the project’s cross-border economic and environmental impact.
These incentives and programs enhance the company’s ability to efficiently produce and distribute zero-emission vehicles, parts and inventory throughout North America and beyond, reinforcing New Mexico’s role as a hub for green manufacturing and international commerce.
“Our decisive commitment to the goal of net zero emissions ensures New Mexico’s position as a leader in the nation’s clean energy transition,” said Governor Michelle Lujan Grisham. “With this strategic investment, we’re creating high-quality jobs and strengthening our economy while building the carbon-free energy future New Mexico’s families deserve.”
In 2025, GreenPower worked with EDD to launch the state’s first all-electric, zero-emission school bus pilot project at two Las Vegas public schools and a Santa Fe charter school. The continuing 2-year pilot program supports New Mexico’s Energy Transition Act, designed to transition the state toward the goal of 100% zero-carbon electricity supply by 2045.
“The electric school bus pilot project was an important first step in bringing GreenPower manufacturing and their high-quality jobs to New Mexico,” said EDD Cabinet Secretary Rob Black. “The real-world data and insights we are gaining from the pilot project will help inform New Mexico’s electric school bus roll-out and specifications, ensuring that fleets are safe, efficient and tailored to the unique needs of local districts.”
“Governor Lujan Grisham’s steadfast commitment to advancing zero-emission vehicles has provided a supportive policy environment that encourages companies like GreenPower to invest and innovate,” said GreenPower President Brendan Riley. “Her administration’s ambitious sustainability goals align perfectly with GreenPower’s mission to deliver clean, reliable transportation solutions, contributing to a healthier environment and a stronger state economy.”
“We know the transportation sector is the largest contributor to greenhouse gas emissions in the nation — here in New Mexico, we want to lead on policy, manufacturing and deployment of zero emissions vehicles,” said New Mexico Secretary of Transportation Ricky Serna. “GreenPower’s move to the state is an important part in helping the state achieve these important energy transition goals.”
In support of those sustainability goals, GreenPower will offer dealer-level pricing to the state for a comprehensive lineup of Class 4 all-electric, purpose-built, zero-emission commercial vehicles. The selection includes a variety of options like box trucks, refrigerated trucks, passenger vans, buses, utility trucks and stakebed trucks meeting the diverse needs of public agencies and commercial operators throughout the region.
A public press conference featuring the company’s all-electric, purpose-built, zero-emission Class 4 commercial vehicles and school buses will take place in Santa Fe during the state’s upcoming legislative session.
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.”
“So many things I was lucky to be exposed to at MIT,” Doug Field says, were “all building blocks, pieces of the puzzle, that helped me navigate through difficult situations later on.”
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