When a child takes their first steps with the help of an exoskeleton device, a world of possibilities opens not just for them, but for their family and community. For William Chernicoff, Ph.D. '14, making these moments possible is what systems engineering is all about.
As a systems engineer, Chernicoff creates and supports the development of solutions that do not yet exist, guided by a people-first mindset shaped during his doctoral education in the Department of Engineering Management and Systems Engineering (EMSE) at GW Engineering. He learned early that a key element of systems is people, making their needs central to every solution.
Alongside serving as an adjunct professor at GW Engineering, Chernicoff leads the Global Research & Innovation program at the Toyota Mobility Foundation (TMF). There, he applies systems thinking to support the company’s commitment to enabling more people to go places. In finding ways to support strong mobility systems while eliminating disparities, he created and championed the Mobility Unlimited Hub, a startup ecosystem focused on accelerating the commercialization of assistive technology.
This creation reflects the Foundation’s core philosophy. “The mission of TMF is founded on the philosophy that movement is a human right,” said Chernicoff. “The goal of the Mobility Unlimited Hub is to enable personal agency, meaning a more sustainable and self-reliant experience for all, with a focus on Persons with Disabilities, through new mobility devices and digital tools.”
The impact of this human-centred approach is evident in a recent BBC video feature that spotlights Trexo Robotics, a startup from the Hub’s first cohort that developed the exoskeleton device based on the belief that a child’s disability should not define their capabilities.
“What we know, and what we see in the video, is that when people are active, their lives and those of their caregivers become fuller, more varied, and most of all, empowered,” Chernicoff stated.
The film is part of the BBC’s series, “The Age of Automation,” which explores how to build a future where humans and automation coexist and thrive. A key building block in realizing this vision is fostering trust in technology, as exemplified by the Hub.
Designing the Hub for Real-World Impact
Chernicoff’s goal for the Hub was to help startups navigate common stages, activities, and challenges–similar to what system dynamicists call an “aging chain.” Drawing on his firsthand experience with startups and background in sustainable transportation, energy, and climate, he sought to energize a field that has been undeservedly stigmatized as one not worth substantial investment.
“Sustainable transportation and personal mobility are more closely connected than people realize. First, every journey involves people and has a pedestrian component. The best autonomous vehicle, or accessible public transit system, won’t matter if people are unable to reach these systems or move through them to their destinations, or move within their destination,” Chernicoff said.
Chernicoff adds that while adapting the built environment to be barrier-free, we must also strengthen individuals’ capacity to move within these systems. This is where the Hub comes in, he says, “envisioning a dynamic entity consistent with the Toyota philosophy of continuous improvement.”
“Inherent to my discipline of system dynamics, we talk about structure leading to behavior, and we try to find the leverage points to change the outcome. Collectively, this allowed me to see connections, linkages, and patterns underpinning the system that we could exploit for the benefit of the Hub,” Chernicoff said.
As convener and catalyst, Chernicoff recognized that Toronto already had the elements needed for the Hub, but they were not yet connected. He created a system that not only unites these parts but also “designs” them to work together cohesively, creating a feedback mechanism that drives better outcomes by improving the quality of individual components.
Chernicoff continuously engaged with the cohort to identify ways to address their needs, finding that each of them faced a suite of hurdles when transitioning from limited to scaled production. Access to Toyota’s Production System Support Center, a not-for-profit organization, offered expertise in the Toyota Production System to help them overcome these challenges.
With strong support from collaborators, such as the MaRS Discovery District, the Hub is now aiding its second cohort to improve their operations, build capacity, and develop a resilient culture of quality.
Bringing Industry Complexity to the Classroom
While GW Engineering provided Chernicoff with a strong foundation for this work, he actively brings this real-world, high-impact systems leadership back to Foggy Bottom in his teaching. In his Program and Project Management course, he connects theory and practice, teaching students important skills in this area while applying them to complex, real-world applications.
“Many of the real-world challenges that program and project managers face require understanding how to make tradeoffs and important decisions,” said Chernicoff. “While that’s key in an academic setting, there’s no substitute for learning by doing. I integrate this into the class through important discussions, hands-on experiences, and creative problem solving.”
Chernicoff’s work with TMF and the Mobility Unlimited Hub demonstrates the value of a systems engineering degree in helping individuals turn their education into meaningful global impact. His journey shows both personal commitment and how the EMSE Department equips alumni to integrate dynamic system components into coherent solutions.
Through teaching, Chernicoff instills in current GW Engineering students the people-first approach impressed upon him during his studies. He urges them to continue gaining experience so that they can make informed decisions in their work, emphasizing that complex problems and policies rarely have one single correct answer.
“Remember Senge’s first law of systems: ‘Today’s problems come from yesterday’s solutions.’ This is where our systems thinking aids in our approach to breaking outmoded patterns to nurture healthier outcomes,” said Chernicoff.
“We’re not just innovating for its own sake, but it’s innovation that solves the right problems and measurably improves lives,” he concluded.