“We fit in specific areas where municipalities, airports or event spaces need to move large numbers of people over fixed distances and between known stops.”

That makes autonomous public transit a very different proposition from robotaxis.

An interview with Cameron Gieda, Business Development Representative US at 2getthere

For 2getthere, the US market now has a local face.

Cameron Gieda recently joined as Business Development Representative in the United States, bringing around ten years of experience in automated transportation. During that time, he has worked across hardware, software and deployment roles, giving him a broad view of what it takes to move an autonomous transport project from concept to operation. Over the past decade, he has also built an extensive network across the US autonomous transportation ecosystem, from operators and authorities to engineering and infrastructure partners.

At 2getthere, his role is focused on proving system economics, developing partnerships with operators and civil engineering firms and identifying where autonomous transit has the strongest potential for growth in the US.

That makes Cameron’s perspective particularly relevant in a market where autonomous vehicles are already visible, but autonomous public transit is still developing.

A different part of the autonomous mobility market

Cameron is quick to make one distinction: 2getthere’s Automated People Mover (APM) technology is not competing with private autonomous ride-hailing services such as Waymo. Rather than replacing individual car journeys, an APM is designed around a shared transport need.

According to Cameron, that can make it a strong alternative in locations where cities or operators might otherwise consider buses or light rail.

“Our systems can compete with light rail at a fraction of the cost. They can also operate on demand, so the system runs when it is needed and rests when it is not.”

That combination of fixed infrastructure and flexible operation is one of the areas Cameron sees as particularly relevant to the US market.

Where the opportunities are

The US autonomous transit market is still relatively small, and development varies strongly by region.

Cameron sees some of the clearest opportunities at airports: “Airports are a strong growth area. Moving people between terminals or between large parking lots and the main airport property can often be better served by an APM than by buses.”

The same applies to large healthcare campuses, universities, and stadiums.

These environments share several characteristics: clearly defined routes, predictable passenger flows and a strong need for reliable transport.

For Cameron, the opportunity is not simply about replacing one mode with another. It is about finding places where autonomous transit can solve a real operational or economic problem.

The US challenge is often not the technology

One of the most striking things about Cameron’s view of the US market is that technology is not always the biggest barrier; it’s funding and real estate.

“Infrastructure projects in the US, even relatively simple ones, often struggle to find funding. On top of that, the number of agencies, engineering firms and other parties involved can create bottlenecks.”

That means a technically viable system can still take years to get off the ground.

Cameron points out that many projects over the past six to eight years have struggled mainly because of budget issues. Public-private partnership models are evolving, however, and may create more possibilities in the years ahead.

This is also where Cameron’s own role becomes important.

A large part of business development in this market is not simply presenting a technology. It is understanding the economics, bringing partners together and helping turn an idea into a realistic project.

Building confidence in a lesser-known mode

There is another challenge: familiarity. Traditional buses and rail systems are widely understood. Autonomous People Movers are still less familiar to many US cities, transit authorities, and engineering firms.

“In many cases, selling the vision of this lesser-known modality is still a hurdle.”

That is where existing experience matters.

For 2getthere, long-term operational experience provides a way to move the conversation beyond pilots and promises. Cameron points in particular to the company’s safety case and the fact that operations have been proven sustainable at relatively low cost.

That matters in a market where decisionmakers need confidence that a system can work not just as a demonstration, but as part of daily transport.

Visionary leadership still matters

Cameron also sees the importance of people who are willing to push new mobility concepts forward.

He mentions organizations such as the Jacksonville Transportation Authority in Florida and the Contra Costa Transportation Authority in California as examples of authorities that have explored autonomous transportation for several years.

“These kinds of projects require visionary leadership,” he says.

But they also require strong partnerships.

That is one of the aspects Cameron enjoys most about his work: “I like the challenge of introducing people to a new idea and nurturing that idea into a deployment. I also like the partnership side, because these projects require multiple agencies and companies to come together.”

With his experience and network in the US autonomous transportation sector, Cameron’s role is therefore not only about identifying opportunities, but also about connecting the right people around them.

What comes next?

Looking three to five years ahead, Cameron expects the discussion around autonomous transit in the US to become more mature.

He believes cities will increasingly need to look beyond whether a technology is autonomous and focus instead on what it does for the wider transport system.

Robotaxis may serve individual journeys, but Cameron questions whether adding more vehicles to already busy roads will solve broader public transport challenges.

Autonomous public transit raises a different question: How can automation improve shared mobility without adding to congestion or weakening existing public transport?

For Cameron, that is what makes the US market so interesting right now.

The technology exists and the use cases are becoming clearer. The real work is in making the economics add up, building the partnerships, and creating confidence around implementation.

And for US cities, operators, airports and other organizations exploring autonomous transit, Cameron is now 2getthere’s local point of contact, bringing market knowledge, a strong industry network and practical experience to the conversation.