In an age where AI promises speed and efficiency, the real spark of progress still comes from people. At Kinetic West, we’ve seen how face-to-face connection builds trust, unlocks ideas, and drives the kind of collective momentum no algorithm can replicate.

In applying the Product Adoption Curve framework, we note that work-based learning is still in its early adopter phase, but current messaging—focused on students and government priorities—won’t reach the majority of employers needed for scale. To “cross the chasm,” we must lead with business value: clear ROI, talent pipelines, and simple program structures. Done well, this shift aligns employer needs with our student-centered mission.

Washington state has staked its economic and climate future on being a hub for clean energy and technology. But rising costs and uncertainty driven by tariffs—and the recent ‘One Big Beautiful Bill’ rollback of clean energy subsidies—threaten to stall wind, solar, and EV projects across Washington. As raw materials like steel become more expensive and component tariffs drive up the price of batteries and panels, local businesses are forced to delay or cancel plans that once powered thousands of good‑paying jobs. If we want to keep our clean‑energy workforce intact—and ensure rural and trade‑exposed communities aren’t left behind—we must act now.

To serve the thousands (arguably millions) of youth and young adults needed to have a transformative effect on how students learn and how employers source entry-level talent, we need a different approach. Current methods of employer recruitment (often relying on personal networks, cold outreach, or hoping employers will self-select into programs) simply won't scale to meet the demand. 

After two years of thoughtful planning, Kinetic West has transitioned to a shared ownership model—welcoming a new group of partners who will build the future of Kinetic West, together. 

Automation of early-career roles is not just eliminating jobs—it’s quietly erasing the foundational learning spaces where skills, confidence, and networks are built.

In our work, I often find myself struggling with tension between ambitious, systemic reform and pursuing pragmatic, short-term solutions that could help right now. It’s not that we lack ideas. It’s that we get stuck choosing between bold redesigns and practical steps forward. It’s a tension many of us feel. But maybe we don’t have to choose. Maybe it’s not a choice at all. Where can we strive for bold, ambitious transformation while making meaningful progress today?