By Chris Gaffney, Managing Director, Georgia Tech Supply Chain and Logistics Institute | Supply Chain Advisor | Former Executive at Frito-Lay, AJC International, and Coca-Cola

The Moment That Changed How I Listen 

When I chaired the National Product Supply Group at Coca-Cola, one of our most respected board members was Jeff Edwards. Jeff had decades of experience and commanded respect without ever seeking attention. In a four-hour meeting, Jeff might speak two or three times—never more. But when he did, everyone stopped to listen.

What made Jeff so impactful wasn’t the number of words he used—it was the care behind them. He listened intently, gathered information, built context, and added value only when his perspective would move the conversation forward. His real skill was not speaking—it was listening with purpose.

That experience stayed with me, especially because earlier in my own career, I had a very different experience. While working at AJC International, I attended a leadership program at the Center for Creative Leadership. Early in the program, a cohort of about twenty of us sat in a facilitated discussion. What we didn’t know was that we were being filmed.

Later that day, each of us reviewed our videos one-on-one with an instructor. Watching myself was humbling. I saw a young professional trying too hard to prove himself—talking far too much, jumping in before others, and dominating the conversation. It was uncomfortable to watch, but invaluable. It forced me to face how insecurity can manifest as over-talking and how much more powerful restraint and self-awareness can be. I’ve been on a "less is more" journey ever since.

Why Communication Is a Supply Chain Differentiator 

We often talk about supply chain as end-to-end, but that phrase means something deeper than process visibility—it implies constant collaboration. Supply chain professionals must connect with suppliers, customers, and internal stakeholders across every function. 

That means communication is the connective tissue of our profession.

• Upstream and downstream, we are translators—interpreting complex data, system logic, and network realities for people who make decisions.
• Inside organizations, we act as bridges between technical teams and commercial leaders.
• Across tiers, we negotiate, influence, and build trust with partners who don’t see what we see every day.

Even as automation expands, supply chains remain messy, human, and physical. Systems can handle the routine, but edge cases, disruptions, and exceptions still rely on judgment—and judgment relies on communication. The ability to see, listen, and convey context in real time is what keeps operations resilient when variability strikes.

In our earlier SCL articles, we wrote that skills that survive AI are the ones that emphasize human discernment—and that critical thinking is about interpreting and questioning rather than accepting data at face value. Communication is where these two intersect. It is how human understanding flows across the supply chain network.

When Communication Breaks Down

I once worked with a technically gifted colleague—let’s call him Forrest—who had deep analytical capability but struggled to speak up in group settings. His insights were sharp, but his inability to communicate them left him isolated. Eventually, he left the organization. It was a tough reminder that technical strength without communication is unrealized potential.

In a global supply chain, it’s not enough to know the answer. You have to make others understand why it’s the answer—and what to do with it. Communication is how insight becomes action. 

The Many Dimensions of Communication

We tend to equate communication with speaking, but it’s much broader. Great communicators master four dimensions:

1. Speaking – Conveying information clearly, concisely, and confidently.
2. Writing – Capturing ideas and decisions in a way that travels across teams and time zones.
3. Listening – Absorbing context before contributing, and letting others be heard.
4. Observing – Seeing what others miss and using that insight to guide action.

The fourth one—observing—is often overlooked.

Recently, while reading with my granddaughter, she picked out a children’s book titled Bud Finds Her Gift. It’s about discovering one's special ability, and Bud's gift turned out to be observation—simply noticing things others missed. Watching her read that story reminded me how powerful observation really is.

I thought of my former colleague, Tim Harville, with whom I worked at Coregistics. Tim often walked the warehouse with new supervisors, teaching them to "see the operation"—to notice what looks good, what's out of place, and where waste or opportunity hides in plain sight. His goal wasn't to test them—it was to train their eyes. Observation, in that sense, is a key communication skill. You can't describe, explain, or improve what you haven't first seen clearly. 

Can Communication Be Taught? Absolutely.

I’ve seen it done.

At Frito-Lay, we invested in communication training for new managers—everything from eliminating filler words to using purposeful body language and structuring messages with intent. At Coca-Cola, Toastmasters chapters gave leaders a safe space to practice public speaking, storytelling, and feedback.

And beyond formal training, there's practice in the everyday moments—taking notes in meetings, volunteering to summarize a discussion, representing a project team, or offering to speak at a class or event. Every repetition builds comfort and clarity.

My own Center for Creative Leadership experience was the beginning of that practice for me. Decades later, I still catch myself needing to slow down, listen, and wait for the right moment. The lesson never stops.

Painting the Picture: When It Works and When It’s Missing

When communication works, credibility follows. Jeff Edwards didn’t have to compete for airtime; his credibility made his words count. When it's missing, even talented people like Forrest can struggle to influence or grow.

Both extremes teach the same lesson: communication isn't about more or less—it's about meaning. It's knowing when to speak, what to say, and how to connect it to the needs of others. 

Practical Ways to Build Communication Strength

• Listen to learn. Take notes, paraphrase what you've heard, and confirm understanding
• Translate technical into practical. Explain what data means for the business, not just what it shows.
• Observe before you act. Practice "seeing" your operation or process with fresh eyes.
• Simplify your writing. Clarity beats cleverness every time.
• Seek feedback. Ask trusted peers to tell you how your communication lands.
• Prepare with intent. Know your audience, outcome, and key message before you speak. 

Reflection Questions

• Where in my current role does communication make or break outcomes?
• When was the last time I adjusted how I communicate to fit my audience?
• Do I listen more than I speak—and what might I learn if I did?
• How can I model communication that builds understanding rather than winning airtime? 

Closing Thought

Technical skills and analytics may earn you a seat at the table, but communication determines whether your ideas move the organization forward.

In a world of AI, automation, and constant change, the ability to listen, observe, and translate context into action remains our most human—and most valuable—differentiator.

The question raises a sense of caution and thrill for most of us: how is Artificial Intelligence (AI) changing your workplace, and how can you harness this potential? Nowhere is this more real than in the field of logistics and supply chain management. At Georgia Tech’s Savannah campus, a component of the College of Lifetime Learning, the September 4 seminar “Unlocking GenAI in the Supply Chain: From Curiosity to Capability” brought together industry leaders and other community members to address these issues. 

“Saving 10 hours a week with GenAI tools and techniques? That attracts leaders in this field,” said Chris Gaffney, Managing Director of the Supply Chain and Logistics Institute (SCL) and presenter of the seminar. “But they also seek deeper expertise that addresses what leaders need to know now about AI, including prompting as a strategic skill, AI policy implications for both students and companies, and real examples of how GenAI can move the needle on decision speed and quality.”

Gaffney is also the Edenfield Executive-in-Residence and a Professor of the Practice in Georgia Tech’s H. Milton Stewart School of Industrial and Systems Engineering.

The free seminar was part of a regular “Learners and Leaders” series, which usually meets before work over breakfast. The interactive session began by defining confusing terms in AI and the significance of its rapid development, then focused on use cases and strategies. It presented emerging trends and a new Advanced Analytics Learning Ladder, an actionable guide to training teams in AI.

Georgia Tech-Savannah, an educational outreach arm of Georgia Tech to the Coastal Empire of Georgia and beyond provides a range of learning experiences, including education for veterans, K12 STEAM enrichment and outreach, leadership training, OSHA training, and more.

It is also home to the region's Enterprise Innovation Institute's office for the Advanced Technology Development Center (ATDC), the Georgia Tech Manufacturing Extension Partnership (GaMEP), and Georgia Tech’s regional presence for Apex Accelerator.

In a recent applied research partnership, the Georgia Ports Authority along with Georgia Tech experts from the GT Supply Chain and Logistics Institute (led by Gaffney) showed through research that routing Asia cargo through the Port of Savannah delivers lower costs, greater reliability, and comparable transit times versus West Coast ports.

This Learners and Leaders seminar series responds to regional needs and offers practical strategies and solutions to workplace or educational challenges. This includes the supply and logistics sector, predominant in the Savannah region, but also extends to other topics like K-12 education, safety and health, workforce demands, etc. Among more than 110 attendees in September (face-to-face and online) were representatives of the largest regional companies, the Georgia Ports Authority, local universities, and local economic development authorities.

Georgia Tech-Savannah plays a vital role in the College of Lifetime Learning efforts to address the needs of learners in timely and meaningful ways that help the workforce remain agile, capable, and engaged. 

Congratulations to postdoctoral researcher Jiaqi Wang, recipient of a prestigious 2025 Best Paper Award from the Freight Transportation and Logistics Special Interest Group of the INFORMS Transportation Science & Logistics Society, for his paper titled “D-Optimal Orienteering for Post-Earthquake Reconnaissance Planning.” Wang is working under the supervision of Georgia Tech Supply Chain and Logistics Institute affiliated faculty member Professor Weijun Xie.

Award Recognition

This year, the committee received 39 exceptional submissions, resulting in a highly competitive selection process. After two rigorous rounds of voting, only three papers were selected to receive awards, highlighting the exceptional quality of Wang's research.

Groundbreaking Research Impact

The focus of the research tackles a critical real-world problem: how emergency response teams can efficiently assess earthquake damage when resources are limited. In the chaotic aftermath of a major earthquake, inspection teams must quickly determine which buildings are safe and which pose risks to public safety.

The authors transformed this challenge into an innovative vehicle routing optimization problem. Unlike traditional routing that simply moves vehicles from point to point, their approach strategically deploys inspection teams to collect the highest-quality damage assessment data possible.

Technical Innovation

The team developed advanced mathematical methods that measure data quality using sophisticated criteria, ensuring every inspection contributes maximum value to emergency response planning. They validated their methodology through realistic case studies using cutting-edge earthquake simulation technology, proving their system can significantly improve disaster response efficiency.

About the Organization

The INFORMS Transportation Science & Logistics Freight Transportation and Logistics Group focuses on research spanning trucking, rail, shipping, air cargo, and intermodal transportation. Their work encompasses planning, real-time control, pricing, demand management, and risk analysis across global supply chains.

Geotab Inc. (“Geotab”), a global leader in connected vehicle solutions and asset management, today announced a significant research investment of up to $223,000 (USD) to support a doctoral project at Georgia Tech. This funding will specifically enable PhD students to work alongside Geotab staff, tackling real-world challenges in understanding traffic patterns and improving road safety, by leveraging Geotab’s advanced data and AI capabilities.

Geotab and Georgia Tech have formalized their collaboration through a Master Agreement, facilitating joint research initiatives between Geotab teams and Georgia Tech faculty and their students. This strategic partnership emphasizes knowledge transfer and practical outcomes.

Read the article in its entirety within the Geotab website.

By Chris Gaffney, Managing Director, Georgia Tech Supply Chain and Logistics Institute | Supply Chain Advisor | Former Executive at Frito-Lay, AJC International, and Coca-Cola

Introduction

This year has felt like a lifetime in the Generative AI (GenAI) world. Tools, capabilities, and best practices are shifting monthly, sometimes weekly. For supply chain professionals, the message is clear: ongoing development is not optional. Like lean, analytics, or S&OP in prior decades, GenAI proficiency is quickly becoming a differentiator. The question is not if you’ll integrate GenAI into your workflow, but how quickly and effectively. 

The Evolution of GenAI in 2025

When we look back to January, it’s striking how much progress has been made in less than a year. Early in 2025, the conversation centered on agentic AI and larger models. GPT-5 and Claude 4 improved reasoning and context windows, while OpenAI introduced ChatGPT Agent in preview, able to carry out bounded multi-step tasks like retrieving files, browsing the web, and drafting structured outputs. In supply chain, this translated into early experiments with automating shipment steps or running contract reviews in a single query — tasks that were pilot-level at best in January.

By mid-year, multimodal capabilities and enterprise copilots began shifting from concept to daily use. Users could combine text, image, and voice inputs to detect defects or summarize complex documents, and copilots became embedded inside SAP, Oracle, Microsoft, and Google platforms. For the first time, GenAI wasn’t just a tool "off to the side" but something integrated directly into the systems supply chain professionals rely on.

In the second half of the year, new capabilities started layering on: memory, specialized small models, and synthetic data with digital twins. Memory allowed copilots to recall context from prior chats or S&OP cycles, reducing rework. Domain-tuned models made GenAI lighter, cheaper, and faster for logistics, procurement, and planning tasks. And digital twin integration allowed organizations to stress-test networks under disruption scenarios, from weather to labor shortages.

Enterprises also moved closer to operations with AI at the edge, using IoT data for predictive maintenance or real-time routing. At the same time, guardrails and compliance became a central topic, with more organizations creating clear "green/yellow/red" tiers for safe use. And in Q4, collaboration AI and hybrid architectures came to the forefront — copilots that can negotiate contracts in multiple languages, and architectures that blend closed and open-source models to balance sovereignty, cost, and security.

For mainstream individual users, the picture is simpler but still powerful. Anyone with ChatGPT Plus or Copilot today can take advantage of:

• Memory and custom instructions to save preferences and formats across sessions.
• Project-only memory (rolling out) to organize work by context.
• Agent previews like Operator to see how automation might work on bounded tasks.
• Connectors and file uploads to bring internal data into conversations. 

For leaders, the focus is on policy, safe pilots, and scaling. They are:

• Sponsoring agent experiments in low-risk domains (like supplier alerts).
• Embedding copilots in enterprise systems for daily planning and reporting.
• Formalizing AI use policies so employees know what’s encouraged, conditional, and off-limits.

The net result: what started in January as experimentation has, by October, become a layered landscape. Individual users now have practical tools to reclaim time, while leaders are piloting more ambitious integrations and building the governance to make adoption sustainable.

1. Action Planning is Critical

The pace of change makes a one-and-done training activity insufficient. Think of GenAI skills like fitness: it requires steady reps over time. Professionals who set quarterly development goals — experimenting with new tools, building prompt libraries, testing workflows — will not only stay current but pull ahead.

💡 Try This Quarter:

• Build a custom prompt library for routine tasks (e.g., supplier follow-ups, KPI summaries).
• Test one open-source tool such as LangChain or Haystack.
• Use AI to summarize two recent meetings and validate output with your notes. 

2. Prompt Maturity is the New Literacy

I’ve personally learned the most about prompting by asking ChatGPT to critique my style against a 12-step framework. The feedback gave me a process improvement plan I still use today. Prompt maturity isn’t abstract — it’s a measurable, improvable skill.

💡 Applied step: Rewrite one work prompt per week by climbing the ladder. 

3. Unlocking Personal Productivity

One of the fastest returns from GenAI comes from personal productivity. In our short courses this year, I’ve seen learners gain comfort and lower stress as they practice more with the tools. Many reclaimed time by using GenAI for emails, presentations, meeting notes, and data prep.

While the list of GenAI time-saving strategies is broad, some uses are already mainstream and validated by thousands of professionals. The table below organizes these strategies into categories, provides guidance on how to accomplish them, and highlights common watch-outs to ensure they deliver value without risk.

💡 Try this week: Track one workflow where AI saved time and estimate the hours reclaimed.

4. Critical Thinking: Ironically More Important than Ever

We wrote about critical thinking and added it to our curriculum after studies raised concerns about overreliance on AI. The smarter the tools become, the more important it is to validate their outputs.

💡 Applied step: Take one AI output this week and run it through the checklist — you’ll see both strengths and blind spots.

5. Advocating for Strategy and Guardrails

We’ve seen firsthand how AI policies can evolve. One major retailer shifted in less than a year from a rigid “only data scientists experiment” model to encouraging all employees to try safe versions of multiple LLMs. This shift shows why professionals should advocate for strategy and guardrails that evolve with the technology.

💡 Ask your manager: Which of our daily tasks fall into green, yellow, and red today? 

6. Agents: Early but Essential

Many industry partners are actively testing agents. Our software partners are hitting singles and doubles now, with bigger “home run” opportunities still developing. Agents aren’t fully reliable yet, but they are advancing quickly and will increasingly appear in ERP, TMS, and WMS platforms. 

In practice, most organizations today sit between Level 1 (Exploratory) and Level 2 (Task-Specific Agents), with early pilots pushing into Level 3 (Augmented Workflows). Tech-forward enterprises — particularly in retail, e-commerce, and global manufacturing — are building domain-specific agents for forecasting, procurement support, and transportation planning, often embedded inside ERP or planning platforms. These companies are experimenting with multi-agent coordination but keep humans firmly in the loop. By contrast, mainstream companies are still largely in the exploratory stage: individuals using general copilots for drafting documents or ad hoc analysis, without enterprise integration, security controls, or governance. The gap is widening — forward-leaning firms are developing playbooks for orchestrated workflows, while many organizations are just beginning to set policies and figure out where AI fits safely into their operations.

Looking ahead, Level 4 (Collaborative Automation) is where the near-term breakthroughs will happen. In the next 3–5 years, we can expect multi-agent orchestration to become a practical tool for managing recurring disruptions — think transportation rerouting during weather events or automated supplier alerts when delivery milestones are missed. Early adoption will occur in large, tech-forward enterprises with strong governance and secure infrastructure. Level 5 (Autonomous Resilience) remains aspirational: while the vision of end-to-end supply chain automation is compelling, regulatory hurdles, trust, and explainability challenges mean human oversight will remain essential. The more realistic trajectory is that enterprises will selectively automate narrow disruption scenarios while maintaining tight human control, with broader autonomy coming only as governance, standards, and trust mechanisms mature.

💡 Applied step: Identify one repetitive process in your work that could be a candidate for an agent. 

7. Human in the Loop: Non-Negotiable

Competition has improved model quality this year — but hallucinations and memory issues remain. That’s why “human in the loop” is not just a principle; it’s operational reality. AI is still an assistant, not a replacement.

💡 Applied step: Write down one checkpoint you always apply before sharing AI outputs.

Conclusion

These observations — from teaching courses, updating curriculum, and watching partners experiment — motivated this article. GenAI is evolving at extraordinary speed, and our profession must evolve with it. Build your plan, refine your prompts, reclaim time, apply critical thinking, advocate for strategy, explore agents, and always keep the human in the loop. Those who do will thrive in 2026 and beyond.

Smart manufacturing, data-driven design, and artificial intelligence aren’t just buzzwords — they are fields that are creating high-paying, high-tech careers across the country. In rural communities across Georgia, these advanced manufacturing roles are growing, but the talent pipeline isn’t keeping pace.

“It’s not just about creating jobs, it’s about filling them,” says Tom Kurfess, Regents’ Professor in mechanical engineering and executive director of the Georgia Tech Manufacturing Institute (GTMI). “To do that, we need to show students how exciting and innovative manufacturing can be. Manufacturing has really changed over the past few years. Today, going from an idea to a physical part is much easier to do. It is fun and exciting to bring ideas to life and to actually hold the results in your hands.”

GTMI is working to reignite student interest in the art and science of making through its new K–12 initiative: the Advanced Manufacturing Pathways (AMP) Program. Modeled after Georgia Tech’s Rural CS Initiative, AMP empowers schools with faculty expertise, cutting-edge equipment, and a hands-on curriculum to give students early exposure to the tools, technologies, and creativity behind modern manufacturing while building a pipeline of future talent ready to thrive in high-tech careers.

Funded by the Southwest Georgia Regional Commission (SWGRC), AMP is kicking off in three school districts this fall — Decatur County, Thomas County, and the city of Thomasville  — with plans to expand to additional schools in the spring of 2026. The program will start by engaging more than 200 students through hands-on learning, virtual instruction, and in-person lab experiences led by Georgia Tech researchers and faculty.

“Here in Southwest Georgia, we believe that opportunities like this are vital for integrated learning in schools and for growing our future workforce,” says Beka Shiver, economic development and transportation planner for SWGRC. “Workforce development and K-12 integration are at the heart of our Southwest Georgia Ecosystem Building Project, and we are so pleased to be able to provide funding for this program.”

The launch of the AMP Program is centered around Design, Build, Race, a course putting a modern spin on the classic pinewood derby. Students will use digital design, 3D printing, and machining to build and race custom cars, while also learning how to collect and analyze performance data to improve their designs and predict outcomes. The course blends engineering with data science, sparking curiosity and showing students how modern manufacturing is powered by both technical skills and smart data. 

“This program delivers real-world industry experience to students while strengthening the talent pipeline that drives innovation, competitiveness, and resilience in advanced manufacturing”, says Steven Ferguson, interim director of operations at GTMI and one of the project’s leaders. “After more than 20 years of driving education and workforce development innovation, I’m more energized than ever to help launch the AMP program to open doors for students and advance U.S. manufacturing leadership.”

Building the Blueprint

Before it evolved into the AMP Program, Design, Build, Race was a course developed by GTMI research engineer Kyle Saleeby in 2023. Originating in GTMI’s Advanced Manufacturing Pilot Facility (AMPF), the course was designed to introduce Morehouse and Georgia Tech students to the possibilities of modern manufacturing through digital design, 3D printing, machining, and competitive creativity.

“Even after the first week, it was powerful to watch students discover how exciting it is to design and manufacture a competition-ready car in a matter of hours,” said Saleeby. “That’s when I knew we were onto something special.”

Saleeby teamed up with Ferguson to transform the course into a broader initiative. The duo engaged colleagues from STEM@GTRI and secured funding from SWGRC to modify the curriculum and scale the course for a high school audience. 

“We are thrilled that we have been able to take the lessons learned during the development of the Rural Computer Science Initiative and expand opportunities for students in Southwest Georgia,” says Sean Mulvanity, a senior research associate in the Georgia Tech Research Institute. Mulvanity is one of the founders of the initiative and has been a key contributor to the AMP Program. “We hope this program can grow and expose students across the state to the field of advanced manufacturing.” 

Though granted by the SWGRC, funds for the program were provided by Georgia Artificial Intelligence in Manufacturing, a statewide initiative founded by GTMI and Georgia Tech’s Enterprise Innovation Institute to advance AI-driven manufacturing.

To bring AMP into classrooms, Southern Regional Technical College helped set up labs and provide technical support, ensuring schools were ready to launch. 

“At all levels, the community has rallied around this program,” says Saleeby. “Providing students with a unique experience learning advanced manufacturing technologies will open countless career opportunities. I cannot wait to see where they go.” 

As the U.S. works to strengthen its industrial base and reshore critical manufacturing capabilities, workforce development has emerged as a central challenge — and opportunity. 

The Georgia Tech Manufacturing Institute (GTMI) recently welcomed its first Hiring Our Heroes (HOH) Fellow to help address this growing need. Lukas Berg, a retiring U.S. Army officer, will be working with GTMI to support new education and training programs aimed at preparing Georgians for careers in advanced manufacturing.

“Lukas Berg brings a unique blend of operational experience, academic insight, and a deep commitment to service,” said Thomas Kurfess, executive director of GTMI. “His perspective will be invaluable as we work to build stronger connections between Georgia’s communities and the advanced manufacturing sector.”

Hiring Our Heroes is a nationwide initiative led by the U.S. Chamber of Commerce Foundation that helps veterans and military spouses transition into civilian careers through short-term fellowships. Since 2021, Georgia Tech has hosted more than two dozen HOH fellows, beginning with U.S. Army veteran Erik Andersen, who now serves as interim deputy director for the Research, Electronics, Optics, and Systems Directorate at the Georgia Tech Research Institute (GTRI), where he also helps lead the HOH program. 

Berg is the first fellow to be placed outside of GTRI, a sign of the program’s growing reach across campus and its potential to support a broader range of workforce development efforts.

“It’s been exciting to see how the Hiring Our Heroes program has grown at Georgia Tech,” said Andersen. “Berg’s placement at GTMI reflects the Institute’s commitment to connecting military talent with real-world innovation and workforce development. Veterans bring a unique perspective and skill set to these challenges, and I’m proud to see the program expanding to new parts of campus.”

Berg’s military career includes aviation command roles, teaching positions at West Point and the Joint Special Operations University, and deployments across multiple regions. At GTMI, he will be contributing to a new initiative that partners with rural school districts to introduce students to hands-on learning in advanced manufacturing, an effort designed to spark interest in high-potential career paths and support long-term workforce readiness.

With personal ties to Georgia Tech and a strong sense of purpose, Berg sees this fellowship as a meaningful next step. We spoke with him to learn more about what brought him to GTMI and how he views the role of manufacturing and workforce development in shaping the country’s future.

What inspired you to pursue a fellowship at the Georgia Tech Manufacturing Institute after your military service?

Last year, I visited Georgia Tech with many of the junior officers and pilots assigned to my helicopter battalion in Savannah. Our agenda included stops at the Georgia Tech Manufacturing Institute and the Advanced Manufacturing Pilot Facility, both of which struck me as being absolutely vital to maintaining the technological edge required to fight and win on the modern battlefield. Pursuing a fellowship at GTMI felt like a natural extension of my military service, and I suspected that it would put me back at the intersection of thinkers and doers (where I have always felt most at home). 

You mentioned your grandmother taught at Georgia Tech for over 30 years — how has her legacy influenced your academic and professional journey?

My grandmother, Maria Venable, was the first woman to serve as a full-time faculty member in Georgia Tech’s School of Modern Languages. She poured herself into both her family and her students, and I was lucky to count myself in both populations, as she agreed to tutor me for the AP German exam in high school (but only if I behaved as well as her students at Tech). Her example inspired me to pursue a teaching assignment at West Point halfway through my Army career, and I experienced the same joy in teaching that she did. It’s something that I will continue to do for the rest of my life, whether in a formal or informal capacity.

Can you share more about the specific initiatives you'll be working on at GTMI related to advanced manufacturing education?

Most immediately, I am joining a new GTMI initiative that partners with rural school districts to deliver several weeks’ worth of curriculum and hands-on practice in advanced manufacturing. We just kicked off a pilot program with Bainbridge High School in Decatur, and it’s exciting to see their students leveraging sophisticated systems to design and build Pinewood Derby cars that would make Cub Scouts across the country green with envy. Beyond this initiative, I hope to contribute to other efforts that get young people excited about careers in manufacturing and that assist adult learners in re-skilling and up-skilling for this high-potential industry.

What are you most looking forward to as you begin your fellowship at GTMI?

Georgia Tech feels like a physical and intellectual crossroads of modern civilization. I’m excited to not only contribute as a member of GTMI but also to learn about the countless other departments, institutes, and programs that are convening talent to solve the world’s thorniest problems. 

What skills or insights are you hoping to gain during your time at GTMI that will support your next career chapter?

As an Army officer, I’ve been stationed across the country and deployed around the world, but Georgia has always been home. (Gladys Knight’s “Midnight Train to Georgia” has been a fixture on my playlist since I left for West Point at the age of 17.) Now back with my family, I look forward to using my time at GTMI to learn about my home state and identify ways that I can contribute to its near and long-term prosperity, whether through roles in academia, government, or private industry. I also look forward to expanding my network in all these communities, as no single one has a monopoly on problem-solving.

Why do you believe rebuilding America’s industrial base and manufacturing workforce is critical to national security today?

As a career aviator, much of my professional life was spent agonizing over the availability of parts to repair my helicopters. It seemed like there were never enough, and they always took too long to get to me. This experience, coupled with lessons learned from our support of Ukraine’s self-defense, contrasted starkly with my recent study of America’s 20th-century role as the “arsenal of democracy.” I’m convinced that we need to regain that reputation, and I would like to see Georgia at the forefront of associated design, manufacturing, and education initiatives.  

How do you see veterans playing a unique role in strengthening the U.S. manufacturing workforce?

I think veterans are the most natural candidates in the world for roles in the manufacturing workforce. They possess the knowledge, skills, and abilities to be successful in most endeavors, but most are looking for ways to extend their service beyond their time in uniform. What better way than to contribute to a field that is so vital to our national security and prosperity?

What does “Progress and Service” mean to you, and what does it mean to you personally to be contributing to that mission?

I love Tech’s motto. I grew up in a family and community that reinforced at every turn the idea that our highest potential as human beings is realized when we serve others. This motivated my choice to serve in the military for the past 20 years, and it remains my North Star for this next chapter. I also love the idea of technological progress being the vehicle by which Georgia Tech collectively serves others, and I hope to accelerate this progress during my time at GTMI. 

If you could give one piece of advice to other service members considering a fellowship like this, what would it be?

Inventory your passions and define your purpose. Then start reaching out to people in related fields. I have been amazed at how generous people have been with their time and how eager they have been to help me find my second calling and related opportunities.

Robotic systems are currently deployed in sectors ranging from industrial manufacturing to healthcare to agriculture, adding benefits in production times, patient outcomes, and yields. This trend towards greater automation and human robot collaborative work environments, while providing great opportunities, also highlights a critical gap in cybersecurity research. These systems rely on network communication to coordinate movement, meaning that security breaches could result in the robot acting in ways that may endanger people and property.

Current cybersecurity approaches have been shown to be insufficient in blocking sophisticated attacks aimed at networked robotic motion-control systems.

To address this gap, Jun Ueda, Professor and ASME Fellow in the George W. Woodruff School of Mechanical Engineering at Georgia Tech, has been awarded approximately $700,000 by the National Science Foundation to establish methods to enhance cybersecurity for networked motion-control system. The research will focus on the unique geometric vulnerabilities in networked robotic systems and stealthy false data injection attacks that exploit geometric coordinate transformations to maintain mathematical consistency in robotic dynamics while altering physical world behavior.

Using an interdisciplinary approach that will combine research methodology from system dynamics, control, communication, differential geometry and cybersecurity engineering, Ueda hopes to establish new mathematical tools for analyzing robotic security and develop safer networked robotic systems that successfully repel system intrusion, manipulation attacks, and attacks that mislead operators. 

 

 

This article refers to NSF Program Foundational Research in Robotics (FRR) Award # 2112793 
A Geometric Approach for Generalized Encrypted Control of Networked Dynamical Systems

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Two Georgia Tech researchers in the College of Engineering have been named finalists for the 2025 Blavatnik National Awards for Young Scientists. Their discoveries, which could create cleaner industrial processes and safer, more reliable batteries, have important potential impacts for daily life. 

The Blavatnik Awards are presented by the Blavatnik Family Foundation and are administered by the New York Academy of Sciences. They honor the most promising early-career researchers in the U.S., across life sciences, chemistry, and physical sciences, and engineering. The awards are among the most prestigious and competitive in science.  

This dual recognition underscores Georgia Tech’s growing national leadership in high-impact, interdisciplinary research. 

Ryan Lively, Thomas C. DeLoach Jr. Endowed Professor in the School of Chemical and Biomolecular Engineering, is recognized in the Chemical Sciences category for pioneering scalable technologies that will reduce industrial carbon emissions and energy use. He develops new materials that can capture carbon and separate chemicals, using much less energy than conventional methods. His innovations could make industry cleaner and play a key role in addressing climate change. 

Matthew McDowell, Carter N. Paden Jr. Distinguished Chair in the George W. Woodruff School of Mechanical Engineering holds a joint appointment in the School of Materials Science and Engineering. Recognized in the Physical Sciences and Engineering category for groundbreaking battery research, he and his team develop new materials to make batteries last longer and store more energy. He has discovered ways to visualize how battery materials change during use — insights that help improve the performance and safety of future energy technologies. 
 
This year’s 18 finalists were selected from 310 nominees. On Oct. 7, 2025, three laureates will be announced at a gala at New York City’s American Museum of Natural History. Each laureate will receive $250,000, the largest unrestricted scientific prize for early-career researchers in the U.S.