Spotlight On: Robert Cherry, CEO, Partner4Work
September 2025 — In an interview with Invest:, Robert Cherry, CEO of Partner4Work, said that adapting to rapid changes in the labor market, particularly around AI, youth engagement, and workforce retention, is essential for building a resilient and future-ready economy. “AI is no longer changing annually, it’s evolving quarterly,” Cherry said, “each quarter brings new applications and advancements, and we’re witnessing how those changes are impacting our region in real time.”
What key changes have had the most significant impact on Partner4Work’s mission, and in what ways?
Over the past year, we’ve seen historic low unemployment and a tightening labor market. At the same time, we’ve experienced rapid advancements in artificial intelligence, which are significantly impacting the workforce. We’re now in a place where both employers and workers are trying to navigate how these tools can improve efficiency, whether for business operations or individual productivity. We’re seeing the broader ecosystem begin to invest in these technologies, aiming to understand how they can support both business outcomes and workforce development. This has been one of the most significant shifts, and it’s evolving quickly. AI is no longer changing annually, it’s evolving quarterly. Each quarter brings new applications and advancements, and we’re witnessing how those changes are impacting our region in real time. In addition, the expansion of data centers has become an emerging trend. These centers require significant power infrastructure, and there’s now a national competition among regions to host them. Our area, which is home to institutions like CMU and Pitt that are at the forefront of AI innovation, is experiencing these developments even more rapidly.
How does Partner4Work’s new CyberSecure Pittsburgh program reflect its strategy for preparing young people for in-demand tech jobs?
We know that for young people to be competitive in the future workforce, they need early exposure to AI tools. What’s particularly interesting is that while AI jobs require technical skills like machine learning and data literacy, many of the top competencies are still very human: leadership, communication, problem-solving, and critical thinking. CyberSecure Pittsburgh brings all of that together. It gives young people a chance to start working with AI, applying what they learn in school, work, and even at home. It’s a valuable opportunity to engage students early, knowing that these technologies will continue shaping their career journeys.
What recent accomplishments are you most proud of, and how are they strengthening Pittsburgh’s workforce ecosystem?
We served as the anchor institution for the White House Workforce Hub last year, and I had the honor of chairing the Department of Labor’s National Apprenticeship Committee. These opportunities reflect how engaged our board and organization are on the national stage.
One program we’re especially proud of is PIT2Work, a pre-apprenticeship initiative at the Pittsburgh International Airport. It included on-site daycare and training held directly at the airport, making it accessible and impactful. This model attracted attention from federal and national partners. The airport was a key collaborator, helping us build a strong, replicable program that supports real workforce development.
Where are you seeing the greatest demand for talent, and how is Partner4Work helping to meet those needs
Right now, the greatest demand is in healthcare. We’re an “eds and meds” region; however, given the tight labor market, employers need to approach hiring differently. They generally have two options: buy talent or build talent. We’re seeing more of them choose to build, which means expanding apprenticeships and adopting skills-based hiring. Employers are starting to remove degree requirements and eliminate unnecessary barriers for skilled candidates. We’re supporting that shift through registered apprenticeships, certifications, and customized onsite training. Because employers are so in need of workers, they’re more open to innovative solutions that allow them to bring in talent and train them immediately.
How do you manage sudden policy disruptions, and what lessons have you taken from recent experiences?
What we learned from the Job Corps situation, when the federal Labor Department suspended the national program, is that we must be proactive in advocating for workforce development. Fortunately, workforce development enjoys strong bipartisan support at the federal level. But that doesn’t mean we can be passive. We need to ensure our federal and local officials are fully informed about our labor market, our programs, and their outcomes.
After the pause, we went to Capitol Hill to meet with legislators, present data, and explain the impact of our work. We’re committed to continuing that advocacy. As changes are made across federal systems, we want our elected officials to have the evidence they need to make informed decisions that support our ecosystem.
How do you work with local government, employers, and educators to ensure training programs align with Pittsburgh’s evolving labor market?
We do this consistently through our Industry Partnership team, which acts as the bridge between employers, educational institutions, and training providers. This team creates customized training solutions and helps employers implement apprenticeship programs and talent pipelines. For youth, our Career Ready Allegheny initiative provides exposure to career options through work-based learning. That effort feeds into our Learn & Earn program, which connects over 1,000 young people every summer with jobs at businesses and community organizations. We emphasize “learning to earn,” giving youth a clear understanding of the careers available to them and how to get there. That includes scaffolding their educational path: starting with certifications, moving to advanced credentials or associate degrees, and beyond. We design that pathway based on input from businesses so the training aligns with real skill needs. It’s a step-by-step approach rooted in practicality and aligned with labor market demands.
How do you see your work contributing to the long-term resilience of Pittsburgh’s economy?
Workforce development is going to be even more critical over the next decade. Pittsburgh is within one of the oldest regions in the country, and we’re projected to lose about 25% of our workforce to retirement in the next 10 years. That will significantly affect many industries. Because of our aging population, our region will experience these workforce trends sooner than others. That’s why so many federal eyes are on Pittsburgh — we’re a kind of a bellwether for what’s to come elsewhere. Our focus will be on both retaining and attracting workers, as well as preparing current residents for job openings due to retirements. We’re working to ensure that the people already here have access to career pathways that lead to family-sustaining jobs. It’s a major shift in our workforce ecosystem, and it’s happening now.
What are your top goals and priorities for Partner4Work over the next two to three years?
One of our top goals is creating a more seamless system that connects K–12 education, workforce development, and higher education. We want to build an ecosystem where individuals can clearly see their path from school to career, beginning early and continuing through adulthood. A particular focus is fostering lifelong learners because with innovations like AI, workers will need to continuously build new skills throughout their careers. That mindset needs to start early, especially in our K–12 system. Given our aging workforce, ensuring that young people have the tools and support to thrive will be essential for Pittsburgh’s long-term economic resilience.
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