S2E5 | June 10, 2026 - Agents are Amoung Us

S2E5 | June 10, 2026 - Agents are Amoung Us

Artificial intelligence is no longer just a tool that answers questions—it is increasingly becoming a participant in the workplace. In this episode co-hosts Billy Riggs [https://www.linkedin.com/in/billyriggs/] and Vipul Vyas [https://www.linkedin.com/in/vipulnvyas/] explore the emergence of AI agents, the changing nature of work, and what happens when organizations can deploy digital workers capable of performing research, analysis, content creation, and operational tasks at scale. The conversation examines whether AI agents represent a fundamentally new technological revolution or simply the next step in a long continuum of automation. From farm equipment to factory robots, from websites to software automation, Billy and Vipul discuss how today’s agents are reducing cognitive drudgery and enabling organizations to focus on higher-value work. Drawing on examples from education, software development, autonomous vehicles, and organizational management, the hosts explore how AI is changing productivity, experimentation, and innovation. They also tackle the challenges that come with technological transformation, including workforce dislocation, organizational adaptation, and the need for critical thinking in an increasingly automated world. Ultimately, this episode argues that the future belongs not to organizations that resist these technologies, but to those that learn how to integrate them effectively and empower employees to experiment, adapt, and innovate. Takeaways and Key Themes * AI Agents Are Different From AI Assistants: rather than simply responding to prompts, agents pursue goals, execute tasks, coordinate workflows, and generate outcomes through a sequence of actions. * While previous technological revolutions focused primarily on physical labor, AI agents increasingly automate portions of cognitive work—including research, synthesis, organization, and analysis. * Rather than replacing expertise, agents may amplify expertise by reducing low-value work. Researchers spend less time searching. Developers spend less time coding. Managers spend less time organizing. Professionals spend more time interpreting, deciding, and creating. * As information becomes easier to access and process, the ability to evaluate, question, and synthesize becomes increasingly important. * Education must adapt to models that prioritize procedural knowledge over problem-solving. * AI dramatically lowers the cost of prototyping ideas, testing concepts, and launching products. * Organizations should empower employees to solve their own problems with AI tools. * While productivity gains are significant, the challenge for leaders is managing dislocation while enabling innovation and adaptation.  Soundbites * “We’re moving from talking about AI as a tool to talking about AI as a worker... We’re not automating physical labor. We’re automating portions of cognitive labor.” — Billy Riggs * “I don’t think there’s a lack of problems to solve. The question is how quickly organizations can absorb these tools.”  — Vipul Vyas * “A human bases decisions on one lived experience. An agent can draw on millions.” — Vipul Vyas * “In education, critical thinking is going to become even more important... The combination of philosophy and engineering may become more valuable than either one alone.” — Vipul Vyas * “You’ve never been able to fail faster. And you’ve never been able to move faster toward product-market fit.”  — Billy Riggs * “If you can think it, you can probably build it.” — Vipul Vyas Chapters 00:00 - The Evolution of Work and Technology 04:07 - Understanding AI Agents in the Workplace 06:47 - The Impact of Automation on Employment 09:12 - The Role of Critical Thinking in the Age of AI 11:56 - Transforming Education for Future Work 14:27 - Experimentation and Agility in Organizations 17:00 - The Future of Work: Embracing Digital Minions 19:45 - Navigating Risks in Technological Advancements 29:09 - The Innovator's Dilemma and Organizational Management 34:36 - The Risk of Dislocation and the Reward of Experimentation

S2E4 | May 19, 2026 -The Great Platform Race

On this episode of Rewiring the American Edge, co-hosts Billy Riggs [https://www.linkedin.com/in/billyriggs/] and Vipul Vyas [https://www.linkedin.com/in/vipulnvyas/] unpack the emerging “platform race” reshaping mobility, automation, and the future of transportation systems. What begins as a conversation about autonomous vehicles quickly expands into a deeper discussion about platform economics, capital strategy, infrastructure dependency, and the growing era of “coopetition” — where companies simultaneously compete and collaborate.  The discussion centers heavily on the strategic evolution of Uber Technologies and how the company has repositioned itself not as the definitive winner of the autonomous vehicle race, but as a platform layer sitting above the race itself. Rather than carrying the enormous burden of developing full self-driving systems internally, Uber has pursued partnerships across AV developers, OEMs, logistics providers, and delivery companies — effectively spreading risk while maintaining ownership of the customer relationship.  Billy frames this as a textbook business strategy case: vertically integrated companies like Waymo, Tesla, and Zoox control the full stack — vehicle, software, operations, and data — but in doing so absorb massive capital costs, regulatory uncertainty, and technological risk. Uber, by contrast, is pursuing a diversified and capital-light strategy built around optionality, flexibility, and interoperability. Vipul expands the discussion by comparing Uber’s position to companies like Amazon and even the airline industry. The conversation explores how transportation may increasingly resemble a service marketplace rather than an ownership model, especially among younger generations who are less interested in owning private vehicles. Instead of owning the underlying assets, future mobility companies may focus on orchestrating access, logistics, and multimodal transportation experiences. The episode also tackles broader questions around latent transportation demand, congestion, environmental tradeoffs, and shared mobility economics. Billy argues that rideshare and autonomous mobility services are not necessarily “creating” transportation demand, but instead unlocking previously unmet mobility needs for seniors, younger users, and people with disabilities. In the final segment, the conversation pivots toward what Billy argues is the most overlooked factor in automation: infrastructure and governance. Autonomous systems do not operate in isolation. They depend on curb management, charging infrastructure, transit integration, pickup/dropoff logistics, communications systems, and city governance. The companies most likely to succeed may not simply be the ones with the best AI or vehicles, but the ones that learn to collaborate effectively with cities and navigate systems complexity.  Ultimately, the episode argues that the future of mobility will not be defined solely by who builds the best self-driving car. It will be shaped by who best understands platforms, partnerships, infrastructure, governance, and the evolving relationship between technology and cities.  Takeaways and Key Themes * Autonomous mobility is increasingly shifting from pure competition toward strategic ecosystem partnerships. * Platform ownership and customer relationships may become more valuable than owning the physical vehicles themselves. * Transportation systems are evolving toward flexible, multimodal access rather than private ownership. * Infrastructure and governance remain the hidden bottlenecks of AV deployment. * Cities are not passive regulators — they are active participants shaping the operational success of automation. * The future winners in mobility may be the companies best able to manage uncertainty, partnerships, and systems integration simultaneously. Soundbites * “Automation is uncertain… companies like Uber are saying: we’ll work with whoever wins.”  — Billy Riggs * “Most cars sit around… they’re trapped assets. They’re poorly utilized assets.”  — Vipul Vyas * “The companies that understand cities first are the ones that are going to win.”  — Billy Riggs Chapters 00:00 - The Great Platform Race: Competition vs. Control 03:00 - Co-opetition in the Mobility Space 07:00 - The Shift from Competition to Collaboration 10:11 - The Future of Transportation as a Service 12:57 - Asset Ownership in the New Economy 16:32 - Induced Demand vs. Latent Demand in Transportation 18:15 - The Role of Specialized Fleets in Future Mobility 20:06 - The Role of Infrastructure in Mobility 21:52 - Co-opetition: Competing and Collaborating in Mobility

S2E3 | May 12, 2026 - Part 2: Wicked Opportunities

In the wide ranging conversation of S2E3, Billy Riggs [https://www.linkedin.com/in/billyriggs/] and longtime colleague and friend Bruce Appleyard [https://www.linkedin.com/in/bruce-appleyard-884a2a10/] unpack the concept of “wicked opportunities” — a framework for understanding the messy, uncertain, and deeply interconnected challenges surrounding autonomous vehicles, AI, and emerging technologies. Drawing from decades of research in urban planning, transportation, and policy, the conversation explores why AVs are not simply a technology problem, but a systems problem rooted in governance, infrastructure, human behavior, public trust, and social complexity.The discussion spans everything from California AV regulation and the ambiguity of the dynamic driving task to the geopolitics of automation, public transit integration, induced demand, deadheading myths, and the tension between safety, sustainability, and innovation. Riggs and Appleyard argue that autonomous vehicles represent neither utopia nor apocalypse — but rather a “wicked opportunity” requiring ongoing adaptation, ethical judgment, and public engagement. Takeaways and Key Themes * AV adoption is fundamentally tied to governance, infrastructure, and social systems. * Autonomous vehicles may ultimately improve both safety and sustainability outcomes. * California’s AV regulatory framework is messy — but intentionally public and iterative. * Many fears about runaway VMT and “deadheading” misunderstand shared fleet economics. * The future of automation is likely to be multimodal and integrated with public transit. * Cities that fail to plan for automation risk losing influence over how systems evolve. * AI and AVs should be understood as adaptive societal transitions, not isolated technologies. Soundbites * “A wicked problem doesn’t mean evil. It means stubbornly resistant to being solved.” — Bruce Appleyard * “We now have the safest driver on the road — and yet we want to make it more human-like, even though humans are the worst drivers on the road.” — Billy Riggs * “Transit agencies need to stop complaining agency and take agency.” — Billy Riggs * “Complexity grows over time. Wicked opportunities tend to get more complex, not simpler.” — Bruce Appleyard * “Planning under uncertainty is not a weakness. It’s an opportunity.” — Billy Riggs Additional Resources * Livable Streets 2.0 [https://shop.elsevier.com/books/livable-streets-20/appleyard/978-0-12-816028-2] — Bruce Appleyard, https://www.amazon.com/Livable-Streets-2-0-Bruce-Appleyard/dp/0128160284 [https://www.amazon.com/Livable-Streets-2-0-Bruce-Appleyard/dp/0128160284]  * “Street Livability in the Era of Driverless Cars” — Appleyard & Riggs, https://www.sciencedirect.com/science/article/pii/S259019822300115X [https://www.sciencedirect.com/science/article/pii/S259019822300115X] * “Wicked Opportunities: The Trials of Innovation in the Age of Complexity” — Appleyard & Riggs, (forthcoming) * Autonomous Vehicles and the City, 10th Anniversary Symposium, April 17, 2026, https://www.youtube.com/watch?v=7aBKQgtt_wE [https://www.youtube.com/watch?v=7aBKQgtt_wE] Chapters 00:00 - Introduction to Wicked Opportunities and Autonomous Vehicles 04:54 - Defining Wicked Problems in Urban Planning 08:20 - Policy Evolution and The Complexity of Regulations 11:28 - Safety as a Major Opportunity in AVs 14:10 - Market Dynamics, Pricing Systems and Fleet Economics 18:20 - The Rules of Wicked Opportunities 27:31 - The Meme Generation: Media Influence and Social Media Impact 28:45  - Historical Context and Automobility 31:00 - Infrastructure and Street-Level Design 35:00 - AV Companies Pursing Safety Alongside Sustainability  39:22 - Conclusion: Planning in Uncertainty and Future Directions

S2E2 | Mar 8, 2026 - Part 1: We're Regulating the Safest Systems

In the S2E2 dialogue on automation and systems complexity, Billy Riggs [https://www.linkedin.com/in/billyriggs/] explores the intersection of institutional incentives, automation, and public policy through two seemingly unrelated stories: the transformation of college athletics and the public reaction to autonomous vehicle failures. Riggs opens with reflections on the evolving economics of NCAA athletics following the rise of Name, Image, and Likeness (NIL) compensation structures. Using the University of Kentucky’s $22 million basketball program as a case study, he argues that amateur athletics are rapidly becoming financialized markets where athletes function as assets and donor collectives resemble investment vehicles. While supportive of athlete compensation, Riggs raises concerns about “mission drift” within universities as athletics increasingly compete with academic priorities in an AI-driven economy.   The episode then pivots to autonomous vehicles and the Waymo stoppage in San Francisco in December 2025, where a fleet of AVs stopped operating after a communications failure. Riggs reframes the incident not as a system collapse, but as an example of a safety-critical system behaving exactly as designed. He explains how California’s regulatory framework requiring two-way communication redundancy contributed to the shutdown and argues that autonomous systems are often over-regulated despite demonstrating measurable safety improvements over human drivers.   Throughout the episode, Riggs ties both stories together under a broader critique of modern governance: institutions increasingly optimize for optics, spectacle, and perceived risk rather than measurable outcomes. The episode positions these developments as “stress tests” revealing how systems actually function under pressure—and questions whether America’s institutions are properly aligned for the future economy.  [Note: In our next episode Part 2 of this discussion will feature Bruce Appleyard [https://www.linkedin.com/in/bruce-appleyard-884a2a10/] and continue exploring “wicked problems” related to autonomous vehicles, systems governance, and urban transportation futures.] Takeaways and Key Themes * NIL has transformed college athletics into a quasi-financial marketplace. * Universities may be drifting away from their educational mission. * AV systems stopping under uncertainty can represent safe behavior. * Regulatory frameworks themselves can sometimes create operational fragility. * Human driving risks are often normalized despite significant societal harm. * Emerging technologies face asymmetrical scrutiny compared to legacy systems. * Systems thinking is essential for understanding institutional behavior under stress. Soundbites * “We’re not just paying student athletes—we’re pricing them.”   — Billy Riggs * “When I was running, athletics complimented education, but now it’s almost as if the education compliments the athletics.”  — Billy Riggs * “This is a time for higher ed to be very clear about what its priorities are.”  — Billy Riggs *  “Stopping is really a safety critical system. It’s a safety feature.”  — Billy Riggs * “Humans drive through uncertainty.”  — Billy Riggs * “We regulate the safest drivers and ignore the ones that end up killing people.”  — Billy Riggs * “We’re not optimizing for outcomes. We’re optimizing for optics.”  — Billy Riggs * “It’s about systems. It’s about uncertainty and it’s about wicked problems.”  — Billy Riggs Additional Resources * Kentucky’s bold strategy to generate revenue could be blueprint for other big spenders, New York Times: https://www.nytimes.com/athletic/7145141/2026/03/25/kentucky-basketball-ncaa-tournament/ [https://www.nytimes.com/athletic/7145141/2026/03/25/kentucky-basketball-ncaa-tournament/] * Utah Private Equity Deal for Sports, New York Times: https://www.nytimes.com/athletic/6876083/2025/12/09/utah-private-equity-deal/ [https://www.nytimes.com/athletic/6876083/2025/12/09/utah-private-equity-deal/] * We Are Regulating the Safest Drivers—and Ignoring the Ones Killing People, San Francisco Chronicle, https://archive.ph/kEFGS#selection-1153.0-1153.88 [https://archive.ph/kEFGS#selection-1153.0-1153.88] * Autonomous Vehicles and the City, 10th Anniversary Symposium, April 17, 2026, https://www.youtube.com/watch?v=7aBKQgtt_wE [https://www.youtube.com/watch?v=7aBKQgtt_wE] ” Chapters 00:00 - Opening: Systems Under Pressure 04:40 - Kentucky Basketball and NIL 7:56 - Mission Drift in Higher Education 10:47 - The Waymo Stoppage Incident 14:06 - AV Safety and Human Behavior 15:26 - Optics vs Outcomes 16:26 - Closing Reflections

S2E1 | Mar 3, 2026 - New Year, New Rules: Signals for the Economy in 2026

In the Season 2 premiere of Rewiring the American Edge, hosts Billy Riggs [https://www.linkedin.com/in/billyriggs/] and Vipul Vyas [https://www.linkedin.com/in/vipulnvyas/] kick off 2026 not with predictions, but with signals—looking at the moments when systems are stress-tested and reveal how they actually function. The conversation explores several major institutional transitions shaping the American economy. The hosts examine the economics of big-time college athletics and how the rise of name–image–likeness (NIL) compensation has transformed university incentives, raising deeper questions about governance and the mission of higher education. As universities chase sports revenue and branding opportunities, Riggs and Vyas debate whether institutions risk drifting away from their core purpose: educating a globally competitive workforce. The episode also addresses shifts in the labor market driven by automation and artificial intelligence. Rather than a simple divide between white-collar and blue-collar work, the hosts argue that the future economy will favor hybrid skill sets where technical labor, trades, and applied expertise become more valuable. In this environment, the value of traditional labor may rise while some forms of white-collar work face growing automation pressure. Finally, the discussion turns to the rapid investment boom in AI. The hosts compare the current wave of AI investment to the dot-com era, noting that even if a speculative bubble emerges, the resulting infrastructure and capabilities could still drive long-term innovation. They highlight the biggest opportunity not in glamorous frontier AI development, but in practical applications that remove administrative “drudgery” from everyday work. Across all these topics, the central theme remains consistent: America’s competitive advantage will depend not on hype, but on its ability to align technology, governance, education, and labor markets quickly and intelligently. Takeaways and Key Themes * Institutional stress tests reveal how systems really function * AI is influencing job markets and educational strategies. * College sports are now significant revenue generators for universities, and reshaping university governance and incentives * Workforce shifts are being driven by AI and automation, and a focus on to automate mundane tasks, that improve efficiency could be key in the future * Blue-collar and technical labor are gaining new economic value, while white collar labor is being devalued * AI may experience a boom-bust cycles, but it will be a net societal win, and the potential for bubbles * Ultimately both workers, businesses, and higher education institutions must adapt to survive in a global market. Soundbites * “The future rarely arrives through PowerPoint predictions. It shows up through stress tests—moments when systems reveal what they’re actually designed to do.”  — Billy Riggs  * “When systems are under pressure—whether it’s a university, a market, or a government—that’s when you find out what they were really built to do.”  — Billy Riggs * “A lot of institutions are about to discover that the way they used to work simply won’t work anymore.”  — Vipul Vyas * “The future isn’t white collar versus blue collar. It’s hybrid—technical, skilled, and adaptive.”  — Billy Riggs * “We may be entering a moment where the value of labor rises—while some white-collar work becomes easier to automate.”  — Billy Riggs * “Universities really have two missions: create a competitive workforce and create people who can succeed in society. Everything else is peripheral.”  — Vipul Vyas * “Even if there is an AI bubble, what you get on the other side is infrastructure—and that infrastructure makes the next wave of innovation cheaper.”  — Vipul Vyas * “The biggest opportunity for AI isn’t glamour—it’s removing drudgery from everyday work.”  — Vipul Vyas * “America’s edge has never been about hype. It’s about adapting faster than everyone else.”  — Billy Riggs Chapters 00:00 - Kicking Off 2026: Signals Over Predictions 04:11 - Institutional Transition: Adapting to Change 06:42 - Economic Divergence: Fragility and Instability 09:37 - The Value of Labor: Shifts in Workforce Dynamics 14:02 - The Machine of College Sports: Economics and Education 24:06 - The Evolution of Sports as Entertainment 26:12 - Monetization and the Student Athlete Debate 28:26 - Balancing Sports and Educational Missions 32:16 - The Future of Education in a Changing World 37:29 - AI and the Future of Work 42:19 - Preparing for a Hybrid Workforce