Column: A guiding philosophy of operational excellence through employee empowerment
My leadership philosophy has been shaped by more than three decades in operations—first at FedEx Express and now at Transdev North America. Across both industries, I’ve seen time and again that people are at the heart of strong performance. Systems, strategies and technology all play a role, but it’s the people closest to the work who ultimately deliver results, build trust with customers and move organizations forward.
I make it a point to spend time in the field, visiting locations, meeting frontline staff and listening. These are the individuals who face daily challenges, solve problems in real time and have valuable insight into what is working and what needs to be improved. When I walk a site, I’m not only observing operations, I’m also identifying leaders. Often times, those leaders don’t yet have formal titles. They’re the ones who step up for their teams, who think ahead, who care deeply about getting it right and who have a passion for the work they are doing.
One way we support their growth is through the Developing General Manager program, which I’m proud to sponsor. The goal is simple: give promising employees the tools, mentorship and experiences they need to take the next step in their careers. Promoting from within is more than retention—it’s about building a leadership pipeline informed by real-world experience.
Workforce development is intentional. It can’t be a one-time training session or a top-down directive. It needs to be ongoing, relevant and aligned with the realities employees face every day. We offer a range of learning opportunities tailored to different levels of the organization, from hands-on operational training to leadership coaching. This kind of layered approach allows individuals to grow in ways that match their goals and organizational needs.
For me, leadership is not about having all the answers. It’s about being present, asking the right questions and creating space for others to lead. Empowerment is not a buzzword; it’s the practice of trust in action. When people feel seen and supported, they take ownership. They contribute ideas, challenge the status quo and raise the bar for everyone around them.
Retention doesn’t happen by accident. It’s the result of a culture where people feel valued, where they see a future for themselves and where their work connects to something bigger. At Transdev, our vision is to never stop driving forward and to be the choice for clients, passengers and people.
Any organization can define its version of success. The real challenge is creating an environment where people can grow into it and understand where they can fit in. That’s where leadership begins: not from the top, but from every level.
Susan Sweat | Chief Operating Officer, Transdev
Susan Sweat brings more than 30 years of experience in management and operations to her Chief Operating Officer (COO) role at Transdev.
As COO, Susan has overall operational and financial responsibility for Transdev’s contract locations across the U.S. She oversees Transit Operations, managing five regional Vice Presidents, as well as manages the expertise and support areas of Fleet & Maintenance, Performance, Safety & Security, Project Management, Rail and Non-Emergency Medical Transport.
Prior to joining Transdev, Susan built an impressive 30+ year career at FedEx Express she served as Operational VP, responsible for $5 billion in revenue, over 14,000 employees and a fleet of over 8,000 vehicles serving thousands of clients across the country each day. She was also VP Operations Planning and Engineering focused on enhancing efficiencies for all US operations. She brings her passion for improving the customer experience and increasing employee satisfaction to the table every day.
Susan earned her undergraduate degree in business from the University of Louisville and holds a Master of Business Administration degree from Dowling College in New York.
