Column: Building resilient leadership pipelines in public transit operations

Resilience is a leadership cornerstone. In the transit industry, it’s also key to sustainable growth. As COO at Transdev, I oversee a broad portfolio of business activities such as rail, non-emergency medical transportation (NEMT), fleet services and maintenance. Each of these areas plays a critical role in providing reliable mobility solutions, and each requires a culture that can adapt, evolve and lead through change.   

My leadership journey began long before I entered the transit field. As a U.S. army veteran and former imagery analyst during Operations Desert Shield and Desert Storm, I learned early the value of discipline, strategic planning and rapid decision-making. Those experiences taught me how to focus on what’s next while navigating what’s now.   

That mindset shapes how I approach resilience at Transdev. Whether we’re managing complex rail operations, coordinating thousands of NEMT rides or keeping our fleets in peak condition, the ability to grow through change is essential.  Resilience doesn’t come from systems alone; it comes from people.   

Mentorship has been one of the most important drivers of success in my career, and I weave it into our operational strategy every day. I believe many of the best leaders are already within our organization—they just need the opportunity, support and guidance to step into their potential. That’s why I prioritize mentorship not just as a value, but as a business strategy. Investing in people creates continuity and strong leadership pipelines.   

Succession planning is part of that investment. It’s not just about filling a role; it's about preparing people for new challenges long before the transition happens. For key positions, we begin planning one to two years in advance, emphasizing knowledge-sharing, cross-training and early involvement in decision-making. In high-stakes environments like rail, that preparation helps prevent disruption and maintain service quality.   

At the same time, we must stay nimble. The transit landscape is shifting rapidly, and our workforce needs are evolving with it. Strategic growth requires balancing future planning with responsiveness in the present. That’s how we ensure no single change leaves a team vulnerable and how we build cultures that can weather transitions without losing momentum.   

At Transdev, we’re not just moving people from point A to point B. We’re shaping the future of mobility by growing leaders, strengthening teams and building systems that last. As a veteran and transit executive, I know this: resilient teams drive progress and resilient leadership sustains it.