E4 | From Paper to AI: How Transportation Is Evolving Faster Than Ever

AI is transforming transportation—but not in the way you might think.Former DOT Chief Engineer Jon Nance shares how decisions about roads, bridges, and traffic actually get made, and where AI fits into the picture. From reducing congestion to improving infrastructure planning, this conversation breaks down the real opportunities (and limitations) of AI in the field.
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Timestamps:

00:51 – Lightning Round: Early Career & AI Take
‍02:12 – The Bonner Bridge Crisis & High-Stakes Decisions
‍03:51 – Leadership Lessons: Making Timely Decisions
‍04:52 – From Paper to Computers: The DOT Evolution
‍08:00 – AI, Connectivity & the Pace of Modern Work
‍11:54 – Deterministic vs Probabilistic Thinking in AI
‍16:00 – AI in Pavement Management & Infrastructure Decisions
‍21:11 – Buying Technology vs Buying Asphalt
‍23:40 – The Business Case for Reducing Traffic
‍26:04 – The Biggest Challenge: Risk & Decision-Making

Transcript:
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Jim:

Welcome to At the Intersection. I’m your host, Jim Anderson, and today I’m joined by Jon Nance, currently a consultant with the AEC firm Mott MacDonald and a former Chief Engineer of the North Carolina DOT. Jon has a long and storied career in transportation and brings a great deal of wisdom to today’s conversation.

Jon, welcome to the show.

Jon:
Glad to be here.

Jim:
Let’s start with a lightning round. I want quick, one-line answers. What was your first job?

Jon:
At 11 and a half years old, delivering papers.

Jim:
First time you were responsible for something that could go wrong?

Jon:
Mowing the grass at my house.

Jim:
Favorite hobby?

Jon:
Golf.

Jim:
When did you know you wanted to work in transportation?

Jon:
Probably my senior year of high school or early college.

Jim:
Favorite place you traveled in the past year?

Jon:
South Africa. It was a great trip.

Jim:
Finish this sentence: AI is…

Jon:
AI is something I don’t know much about, but I think it’s going to help a lot in the future.

Jim:
Before we talk about AI, let’s go back to your story. Tell me about the most stressful week of your career.

Jon:
I recall one in particular involving a bridge in the Outer Banks called the Bonner Bridge. It has since been replaced, but it was built in the 1960s. There was a lot of sand movement, and storms had come through. The question was whether the bridge was safe to cross.

The only way to determine that was to get divers underwater to inspect the foundations. There was a lot of pressure to reopen the bridge and make the island accessible. I had to make that decision. It was a difficult few days working through the details to ensure we made the right decision, even if it was not the most popular one.

Jim:
What was on the line was people’s lives and safety.

Jon:
Absolutely. We also had to coordinate resources. A dredging company nearby helped us pump sand into an area. Many things had to fall into place. As a result, we added monitoring devices to the bridge so future movement could be detected more easily.

Jim:
What did you learn about yourself from that experience?

Jon:
I learned the importance of making good decisions and making them in a timely manner. There are always external pressures and different perspectives. As an engineer, it is critical to make the right decisions for the right reasons using the best information available.

Jim:
Let’s talk about when computers first showed up in your workplace. What did the office look like?

Jon:
There was a lot of paper and file cabinets. We used typewriters with correction ribbons. We had one computer used strictly for processing payments with the Federal Highway Administration. Everything else was manual—measuring with tapes and chains, recording everything on paper. Communication was slow and depended on mail.

Jim:
What changed when computers became widely adopted?

Jon:
We spent more time at desks because computers were not portable. There were more expectations for timely communication. One major improvement was the ability to send documents electronically instead of relying on fax machines or physical delivery. That made a huge difference.

Jim:
Now we have AI, mobile devices, and constant connectivity. In what ways are we better off, and in what ways are we worse off?

Jon:
We are better equipped. We can use tools like Google Maps, video calls, and real-time communication to share information instantly. However, there is now an expectation of constant availability. The pace is faster, which affects decision-making, budgets, and work-life balance. The backlog of work can grow quickly.

Jim:
In a data-rich world, we still rely on human judgment. What decisions can be automated?

Jon:
It depends on risk. If the consequences of a wrong decision are high, such as public safety, automation should not replace human judgment. However, routine and repetitive tasks can be automated to save time, with an option for human involvement when needed.

Jim:
Let’s talk about probabilistic versus deterministic decisions.

Jon:
I am cautiously optimistic about AI. In bridge inspections, most findings are routine wear and tear. We use that data to plan maintenance. However, critical findings require immediate action. AI can help process large amounts of information and support decision-making, especially with fewer staff available.

Jim:
How does AI help with consistency?

Jon:
Take pavement inspections as an example. Two people may rate the same road differently. AI can standardize observations across thousands of miles, improving data quality and helping us make better decisions about where and when to invest resources.

Jim:
You mentioned headcount challenges. How is that affecting DOTs?

Jon:
There are fewer positions but increasing workload. The solution is partnerships with consultants who understand DOT processes. However, fewer people are staying long-term in DOT roles, which changes the dynamic.

Jim:
Now that you are on the private side, what advice would you give your former self?

Jon:
Spend public money as if it were your own. It is easy to spend someone else’s money, but difficult to spend your own. We must always consider whether we are solving problems efficiently or simply choosing the most expensive option.

Jim:
What about procuring new technology like AI?

Jon:
It is challenging. Government processes are not designed for rapidly changing technologies. Pilot projects help, but you still need a strong business case, clear benefits, and advocates to move forward.

Jim:
The business case in transportation often seems obvious.

Jon:
Yes. Reducing congestion benefits everyone. If people can avoid delays through better information and routing, it improves efficiency, safety, and public perception. Communication tools play a big role in that.

Jim:
Final question: What problem still frustrates you?

Jon:
Decision-making and risk. Early in your career, it is harder to make decisions confidently. Experience helps, but having reliable tools and trusted data can give people the confidence to act more quickly and effectively.

Jim:
That is a great perspective. Thank you for sharing your experience and insights.

Jon:
Glad to be here. I enjoyed the conversation.

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