The Future of Rail Safety: TTC’s Grade Crossing Testbed
The testbed offers a unique, controlled setting for transportation safety research by creating a flexible and realistic environment where advanced safety solutions can be thoroughly tested.
British Columbia Rapid Transit Company worked with the National Research Council of Canada to establish parameters for wheel/ rail interaction simulation on its steerable bogies.
How digital tools are transforming transit operations for major events
▶ Transit agencies must remain agile when hosting large-scale events that set a new standard for efficiency and passenger experience.
MassTransitmag.com/55306108
Open or closed: How transit agencies can win back riders in a post-COVID world
▶ Agencies must balance innovation with equity to ensure transit remains a service for all. MassTransitmag.com/55306137
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Vol. 51, No. 4
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2025 40 Under 40 Honorees Embody Ingenuity
This year’s group of honorees bring fresh ideas, bold vision and unwavering commitment to every corner of the industry as they work to better mobility for all.
We’re back with our annual signature program: 40 Under 40. Now in its 17th year, this program has grown to recognize hundreds of professionals helping push the transit industry forward. This year, the Mass Transit team reviewed more than 140 nominations, evaluating each nominee’s contributions, achievements, innovation and commitment to improving mobility in their communities and the industry.
This is always my favorite issue to put together. Call me sentimental, but I find myself overwhelmed with emotion and awe learning the stories behind the work—how they got to their current roles, what are their passions and what fresh perspectives they bring to the table.
Reading through the profiles, one thing is clear: every position matters and has an opportunity to make a difference, regardless of being in the c-suite. From operations and planning to communications and finance, each role contributes to a larger effort. Many of this year’s honorees began on the front line, rising through the ranks or stepping into expanded responsibilities along the way.
If I had to pick one word to describe this year’s class of honorees, it would be ingenuity. These are founders, problem solvers and innovators. They’re tackling challenges head on through thoughtful innovation and creative problem solving.
Several have founded their own companies, successfully building them from the ground up. Others are striving to be at the forefront of artificial intelligence, earning certifications and pursuing coursework to bring emerging technologies to transit. Many are rethinking engagement, bringing dynamic communications and outreach tactics to help their agencies demonstrate their impact, build support and advocate for investment.
While professional growth is a common thread, what’s just as meaningful is their dedication to investing in others. Numerous honorees have created mentorship and development programs—supporting peers, uplifting underrepresented groups and strengthening small businesses.
To this year’s 40 Under 40 class: we’re inspired by your contributions, your mentorship and your achievements. Your passion, innovation and creativity are shaping the future of transit, and we’re honored to recognize you. I hope all of our readers take a moment to get to know these upcoming leaders and celebrate the heart, talent and energy they bring to our industry.
Reading through the profiles, one thing is clear: every position matters and has an opportunity to make a difference, regardless of being in the c-suite.
m perrero@ MassTransitmag.com
( 603) 891-9454
linkedin.com/in/ m egan-perrero
Megan Perrero, editor in chief
People & Places
Sound Transit’s Federal Way Link Extension opening moved up to winter 2025
The Sound Transit Board approved plans that will support an earlier than expected opening of the Federal Way Link Extension, now projected to begin operating as soon as winter 2025. Work is continuing to open the Crosslake Connection on the 2 Line in early 2026 as expected. The agency says the phased approach will enable both projects to successfully open as soon as possible. The Federal Way Link Extension will add nearly eight miles to the regional light-rail system via mostly elevated tracks between the cities of SeaTac and Federal Way, Wash. MassTransitmag.com/55305961
extension adds 3.5
KC Streetcar Main Street Extension set to open Oct. 24
▶ The Kansas City Streetcar (KC Streetcar) Main Street Extension to the University of Missouri – Kansas City (UMKC) is set to open Oct. 24,
2025. The KC Streetcar Main Street Southern Extension adds 3.5 miles to the existing downtown KC Streetcar route, connecting the current southern terminus at Union Station to 51st St. and Brookside Boulevard on the UMKC campus. With the extension, KC Streetcar notes the system will span nearly six miles from the City Market to UMKC, providing an essential north-south transit spine through the heart of the city of Kansas City, Mo. MassTransitmag.com/55305618
C-TRAN breaks ground on third bus rapid transit corridor
▶ C-TRAN broke ground on its third corridor of The Vine, the agency’s bus rapid transit (BRT) service. The
nine-mile corridor will serve Highway 99/Main Street, running between Salmon Creek and the Vancouver Waterfront. The new BRT will bring faster, more frequent and more reliable service to Highway 99, one of its busiest corridors. Larger vehicles and enhanced stations with real-time information displays and other features will also improve the experience for riders and allow for future growth. The system will be similar to The Vine service currently operating on Fourth Plain and Mill Plain.
MassTransitmag.com/55302690
NYCT’s R211 train cars now operating in the Bronx
▶ New York City Transit’s (NYCT) standard R211 train made its debut in the Bronx on the B Line. The R211 cars feature 58-inch-wide door openings that are eight inches wider than standard door openings on existing cars—designed to speed up boarding and reduce the amount of time trains sit in stations. These models include security cameras, additional accessible seating, digital displays that will provide more detailed station-specific information and brighter lighting and signage, among other features that improve the customer experience. The R211s will eventually replace all R44s on the Staten Island Railway and the current fleet of R46 subway cars. MassTransitmag.com/55305242
SDOT, King County Metro add expanded 24/7 bus lanes along Aurora Ave North corridor
▶ The Seattle Department of Transportation (SDOT), in partnership with King County Metro, completed major improvements along Aurora Avenue North. The improvements include adding expanded 24/7 bus lanes from downtown Seattle to North 145th St. SDOT says the all-day, bus-only lanes improve frequency and reliability on the RapidRide E Line for nearly 14,000 transit riders daily. The bus lanes take the city of Seattle closer to a bus system where a schedule isn’t needed, so riders can arrive at their bus stop and enjoy service every five to 15 minutes depending on the time of day.
MassTransitmag.com/55304729
A rendering of the Sound Transit Federal Way Link Extension.
Photo: Sound Transit
The
miles to the existing downtown KC Streetcar route.
Photo: Kansas City Streetcar Authority
Are You Ready for the Next Generation of Transit Technology?
American public transportation is facing a complex landscape of shi ing ridership, nancial pressure and workforce shortages. As agencies seek a path forward, a new generation of So ware-asa-Service, cloud-native and interoperable mobility platforms o er proven solutions. Our innovative platform, already demonstrating success across hundreds of networks in Europe and Canada, provides a blueprint for a more e cient and user-friendly future.
How can technology boost ridership and secure revenue?
e rst challenge is nancial sustainability. Fluctuating ridership demands more exible and e cient revenue collection. Modern account-based ticketing (ABT) platforms are central to this evolution. By making payment seamless with contactless cards and mobile wallets, these systems reduce passenger friction and dependency on cash fares. e operational bene ts are just as compelling. In Drummondville, Canada, implementing an advanced fare management system led to 60 percent less manual processing overall and signicant annual savings. Similarly, the transit network in La Rochelle, France, saw 45 percent of all its validations shi to open payment systems within a single year, demonstrating how a frictionless experience can drive both ridership and revenue. is ease of use encourages spontaneous travel and widens access for new users, directly translating into increased revenue.
How can agencies boost efficiency to do more with less workforce?
e nationwide labor shortage is pressuring agencies, creating both administrative and operational workforce shortages. In this environment, technology acts as a crucial force multiplier, automating manual processes to allow
strained sta to focus on higher-value tasks. In cities like Ferrara and Bologna, Italy, the automation of complex processes like timetable creation has slashed planning time by up to 80 percent. is same principle applies to service quality. In Spanish cities such as Valencia and Alicante, digital collaborative reporting tools empower sta and passengers to report issues in real time. is streamlines maintenance and demonstrates a commitment to quality without overburdening the workforce. is also leads to deeper engagement between networks and their users, who become active contributors to service quality. Ultimately, easily accessible, reliable travel information provides fast, fair and seamless access to public transportation, which encourages its use and positively impacts the rider’s experience.
How can data align transit supply with real-time demand?
Perhaps the most strategic challenge is adapting static transit networks to dynamic passenger ows. For years, agencies have struggled with siloed data, making it di cult to ground planning decisions in hard evidence. Today, AI-powered analytics platforms are breaking down these barriers. Leading U.S. agencies are now piloting these advanced solutions to
transition from reactive to proactive planning. One key initiative on the Port Authority Trans-Hudson (PATH) system, which serves New Jersey and New York City, aims to analyze ridership data accurately to optimize schedules and improve communication with passengers. Leveraging validation data and video feeds allowed Matawan to reconstitute origin/destination matrices and project passenger loads on each train in just four weeks. ese advances in data analysis can drive meaningful improvements in all agencies’ quality of service, such as by informing passengers of anticipated crowding or proactively launching additional vehicles. is granular understanding is transformative. On a larger scale, this same principle of data uni cation—as seen in France’s Occitanie region where data from 13 authorities is integrated—proves that these solutions can be implemented e ciently and are scalable across complex transit ecosystems.
What is the path forward for U.S. transit?
e future of a thriving public transit system in the U.S. depends on the strategic adoption of these technologies. ey are not futuristic concepts but eld-tested solutions that directly address the core industry challenges of nancial stability, operational eciency and strategic planning. With a deep track record across hundreds of networks in Europe and Canada, Matawan is now bringing this integrated expertise to the U.S., o ering a powerful toolkit for agencies ready to build the next generation of American public transit, promising a more accessible, e cient and nancially sustainable future for urban mobility.
About the author
Jeff Cross leads Matawan’s North American solutions engineering. His expertise helps agencies adopt datadriven fare systems.
People & Places
▶ GILLIG has delivered the newest generation of battery-electric buses to the counties of Kaua‘i, Maui and Hawai‘i Island, Hawaii.
MassTransitmag.com/55304732
▶ Siemens Mobility introduced the Charger B+AC, North America’s first battery-electric powered passenger locomotive.
MassTransitmag.com/55300606
WE DO THE HEAVY LIFTING
▶ Transdev was awarded new operating contracts for three different services in the western part of the U.S. MassTransitmag.com/55303827
Centre Area Transportation Authority (CATA)
Todd Horsley has been named the next CEO of CATA. With over 24 years of experience in public sector transportation, he brings a wealth of knowledge and expertise to the role, following his tenure as COO for the Roaring Fork Transportation Authority. Most recently, Horsley served as the director of Northern Virginia transit programs with the Virginia Department of Rail and Public Transportation, where he oversaw $600-plus million in state grant funding while providing compliance guidance to 10 transit systems.
MassTransitmag.com/55298370
Spokane Transit Authority (STA)
BendPak is the name that fleet operators rely on because they’re the toughest lifts on earth. And nowhere is that strength more impressive than on our PCL-18B series portable column lifts. With a lifting capacity of 18,000 pounds for each column and paired configurations ready to accommodate two, four, six or eight axle vehicles, the PCL-18B is ready to service trucks as heavy as 144,000 pounds. From school buses and fire engines, to agricultural vehicles and utility trucks, BendPak continues to make today’s tough challenges yesterday’s problems. Visit us online at bendpak.com or call us at 1-800-253-2363.
The STA Board of Directors appointed Karl Otterstrom as the agency’s next CEO. He succeeds E. Susan Meyer, who served as CEO from 2005 to 2024. Otterstrom has nearly 20 years of experience in public transportation, with over 15 of those years at STA. His leadership has been central to major initiatives such as the successful launch of the City Line Bus Rapid Transit project and the delivery of the 10-year strategic plan STA Moving Forward, which has expanded service, improved infrastructure and increased access to high-performance transit across the region.
MassTransitmag.com/55305631
For more information, visit www.MassTransitmag.com/21207835
Metropolitan Atlanta Rapid Transportation Authority (MARTA)
MARTA General Manager and CEO Collie Greenwood is retiring early. Greenwood joined MARTA in July 2019 as chief of bus operations and urban planning, advanced to deputy general manager of operations in 2021 and was named general manager and CEO in January 2022. Greenwood is a Canadian citizen and was recently notified that his Permanent Resident Card (Green Card) is forthcoming after the expiration of his Employment Authorization Document (EAD or work permit) this summer. Under Greenwood’s leadership, MARTA achieved the highest AAA bond rating during a difficult financial time and has advanced the largest improvement and expansion program in agency history.
MassTransitmag.com/55304135
Maryland Department of Transportation (MDOT)
MDOT Secretary Paul J. Wiedefeld stepped down from state service on Aug. 1. Wiedefeld’s career has spanned more than 40 years, including transportation posts in the public and private sectors. During his time at MDOT, Wiedefeld helped reposition the department to center safety throughout its work, get the Purple Line project back on track and helm a swift response and recovery following the collapse of the Francis Scott Key bridge. He also secured more than $5 billion in federal grants to advance transportation projects for the state of Maryland. MassTransitmag.com/55302708
The testbed offers a unique, controlled setting for transportation safety research by creating a flexible and realistic environment where advanced safety solutions can be thoroughly tested.
BY ALEJANDRO ALVAREZ-REYES, CONTRIBUTOR
L The Future of Rail Safety: TTC’s Grade Crossing Testbed
ocated in Pueblo, Colo., the Transportation Technology Center (TTC) has been a vital asset for rail safety research. Now, it’s undergoing a transformation into a modern, surface transportation test facility, with new capabilities designed to address critical safety challenges such as grade crossings.
Grade crossings—where roads meet train tracks—have always been high-risk areas. They involve complex interactions between trains, cars, trucks, pedestrians and cyclists.
According to the Federal Railroad Administration (FRA), about 2,252 grade crossing incidents occurred across the U.S. in 2024, leading to nearly 263 deaths and more than 751 injuries. These events not only cause human tragedy, but also major disruptions to transportation and the economy. Remaining challenges still exist due to the complexity of these crossings, which continue to create serious safety risks.
Advancing technologies bring an opportunity to decrease grade crossing fatalities and injuries. Human factors-related challenges, such as distraction, impatience and misjudging signals, remain a leading cause of accidents at crossings. This highlights the urgent need for better technology, smarter design and a clearer understanding of how people behave at crossings.
To address this, the FRA and ENSCO worked together with the support of an advisory group to explore the development of a dedicated grade crossing testbed (GX testbed) at the TTC, paving the way for groundbreaking research and development.
An innovative testing ground
The GX testbed offers a unique, controlled setting for transportation safety research. Its purpose is to create a flexible and realistic environment where advanced safety solutions can be thoroughly tested. Unlike the unpredictability of public
roads, the testbed allows researchers to safely study a wide range of scenarios without risk to the public.
Today’s transportation systems are increasingly connected. Modern networks require clear communication between cars, trucks, buses, trains and pedestrians. TTC’s existing cellular and fiber optic infrastructure supports these technologies, making it uniquely equipped to facilitate real-time communication systems like Cellular Vehicle-to-Everything (C-V2X). With the rise of autonomous vehicles (AVs) and smart infrastructure, the GX testbed at TTC is essential to safely test and refine these systems before they’re put into real-world use.
Collaborative vision:
Stakeholders shaping safety Collaboration is key to the GX testbed’s success. An advisory group, including representatives from U.S. Department of Transportation agencies, universities and industry partners, helped shape the vision.
Stakeholders emphasized the importance of a flexible design that can recreate different real-world scenarios—busy city intersections, rural crossings, areas with low visibility and more. They also identified technologies like 5G con-
nectivity, radar, Light Detection and Ranging, arti cial intelligence-powered cameras and C-V2X communication as essential tools.
Understanding how people behave is a critical part of transportation safety.
e GX testbed is envisioned to include special tools to study human factors like eye-tracking systems and biometric sensors that monitor stress and reaction time and advanced simulation so ware. ese tools will help researchers understand how people respond to warnings, signage and di erent crossing con gurations. e results can directly lead to improved crossing designs, smarter warning systems and better public safety programs.
Crossing into the future
A feasibility study looked at existing grade crossings to propose new ones, ultimately identifying three key areas to study at TTC: Post 85, Post 100 and the new train dynamics track (TDT) grade crossing.
• Post 85 is an active, multi-track grade crossing located at the TTC’s transit and freight test tracks. anks to its strong infrastructure, it only needs updates to communication and sensor systems. It’s ideal for testing complex scenarios involving trains, buses and
road layouts and surface materials that can be adjusted to simulate a variety of urban and rural environments. Systems for fog, rain, snow and changing light will also enable realistic weather testing. Advanced sensors capture detailed data, providing essential insights into both technological and behavioral responses. By using di erent combinations of existing crossing types at the TTC, researchers can simulate a wide range of scenarios to study how people and systems respond to varying conditions.
Multimodal integration
road vehicles. However, it has limited approach speeds and lacks dedicated infrastructure for pedestrians and cyclists, limiting its use for wider multimodal research.
• Post 100 is another active grade crossing that o ers a balanced setup. It includes a rural track with speeds up to 165 mph, overhead electric wires (catenary), existing ber optics and traditional crossing barriers. Planned upgrades include new sensors, a redesigned road layout with multiple lanes and better pedestrian and cyclist access. It o ers more exibility than Post 85 but still faces some limits due to the existing infrastructure like the catenary poles.
• TDT new grade crossing is a newly proposed design meant to be the centerpiece of TTC’s multimodal testing. Located on a curved rail section, it allows for diverse vehicle approaches and speed testing. e modern road design will include pedestrian and cyclist paths, multiple lanes and a side road.
e open surrounding area supports future expansion, making it ideal for new and evolving test scenarios.
e GX testbed will go far beyond traditional rail crossings. Intersections at the testbed will be designed with modular components such as signage, signal types,
Building on its multimodal capabilities, the GX testbed supports rigorous testing across a wide range of transportation systems, including AVs, intelligent transportation networks, commercial eets and pedestrian safety technologies, all within a controlled environment. is unique capability positions the GX testbed to attract diverse stakeholders—from automotive companies testing self-driving technologies to technology companies developing next-generation communication solutions.
TTC’s unique position and legacy
TTC is uniquely quali ed to host the GX testbed because it is the only facility in North America and one of the few globally capable of full-scale, high-speed testing of rail vehicles. Its unmatched capacity includes controlled crash testing, track infrastructure experimentation and systems validation across a secure, expansive campus.
Today, TTC is uniquely positioned to lead global multimodal transportation safety innovations, including technologies such as C-V2X, which enhances road safety, tra c e ciency and mobility, particularly where road and rail vehicles intersect. TTC’s existing cellular infrastructure enables real-time communication between vehicles, infrastructure and road users, making it an ideal environment to test and re ne these systems. Advancing C-V2X applications at grade crossings could signi cantly improve safety while reducing long-term infrastructure costs.
Proposed new TDT grade crossing at the TTC. Image: ENSCO
Data from TTC’s GX testbed will inform transportation policy and regulatory frameworks, speeding up the adoption of e ective safety technologies and practices nationwide.
e GX testbed will also serve as an educational resource, o ering training opportunities for rail and transit professionals, students in engineering, urban planning and transportation elds. Community engagement programs will emphasize public responsibility
in transportation safety.
A phased approach for lasting success
e GX testbed will be developed in phases. Initial steps include implementing advanced sensing technologies and communications infrastructure. Later phases will integrate cutting-edge AV testing capabilities and gradually develop more complex testing scenarios. Each phase builds incrementally, en-
suring sustainable growth and allowing continual adaptation to emerging transportation safety challenges. An example is the proposed enhancement to the Post 100 Grade Crossing as shown in the rendering to the le .
Looking ahead
e GX testbed is more than just a facility; it represents a long-term commitment to safer communities, innovative transportation solutions and sustainable development. rough continued collaboration among government agencies, academia and private sector partners, the TTC GX testbed will help lead to advancements in transportation safety for decades to come.
About the author
Alejandro Alvarez-Reyes is a senior staff project engineer at ENSCO, Inc., which operates the Transportation Technology Center in Pueblo, Colo.
Proposed improvements for the existing Post 100 Grade Crossing. Image: ENSCO
BEST & BRIGHTEST
For more favorites, view honorees’ online profiles. MassTransitmag.com/40-under-40
Inspiration found in North America and abroad
This year’s group of 40 Under 40 honorees leaned slightly more abroad when asked about their favorite transit systems. Transport for London once again was the most mentioned international system, followed closely by Japan Railways. For systems based in North America, the Washington Metropolitan Area Transit Authority was the favorite, with the Metropolitan Transportation Authority getting a couple shout outs.
Abhishek Karanam Manager, Data Science and Analytics, MV Transportation (MV)
Abhishek Karanam began his career at MV as an individual contributor, where he collaborated to establish the company’s rst data and analytics environment. Today, he serves as the manager of data science and analytics, overseeing MV’s data and analytics team.
During his time at MV, he led the advancement of arti cial intelligence (AI) initiatives to implement custom predictive AI models to support operator hiring and retention. e rst provides a candidate’s hiring predictability to the manager for e ective interviewing and e cient hiring. e second model supports post-hire talent management by alerting general managers to disengaged employees and suggesting engagement actions. ese models are projected to reduce attrition by 20 to 30 percent. He also spearheaded data centralization and modernized data engineering and integration standards used on all IT projects.
Karanam has driven innovation in safety and operations by automating and streamlining analytics and reporting. is has enabled the chief safety o cer to lead data-driven initiatives and provide operational insights across key performance indicators. ese insights span multiple transit platforms, o ering customers a clearer view of performance metrics and the
Do not shy away from doing the right thing. It’s simple, yet powerful advice.”
ability to take proactive measures that were previously unavailable.
He’s described as embodying a continuous learning mindset, constantly staying informed about trends in the transit industry and championing data-driven and technology-forward strategies. He regularly pursues certi cations from Microso and other industry leaders to deepen his expertise and ensure he brings cutting-edge solutions to the table.
He’s an active contributor to the American Public Transportation Association’s Information Technology Subcommittee. Recently, he delivered a talk on the transformative impact of AI on the transportation industry, o ering valuable insights and helping members understand the foundational requirements for successful AI adoption.
Fast Fact: Karanam partners with the nonprofit nonPareil to help teach autistic adults technology and work-ready skills. MassTransitmag.com/55300097
For more information, visit www.MassTransitmag.com/10065911
Adam R. Walkowiak started his career as a construction associate and has since grown to director of rail construction services at Michael Baker International. In this role, he leads the Transforming Rail in Virginia Program as the construction program manager. He previously served as the lead construction project manager for the Carolina Connector, and he has spent the last decade working primarily on freight and passenger rail projects, including cost estimating, scheduling and constructability.
While at Michael Baker International, Walkowiak developed an internal early career professional program. He helped lead the mentorship pilot program, which was adopted as a corporate initiative. He has also been involved in numerous leadership development programs, co-leading a community impact project to identify and assist a local municipality for community engagement and enrichment.
Walkowiak holds a master’s degree in construction management and continues to be involved in higher education. He’s currently an adjunct professor, where he teaches a construction methods and equipment course at the University of Pittsburgh, covering rail construction and execution methods.
He’s also involved with industry associations,
Ann McGrane started her transit career as an intern at the San Francisco Municipal Transportation Agency. A er completing her master’s, she joined the Port Authority of New York and New Jersey’s Leadership Fellow program.
McGrane eventually joined NVTC as a transit technology senior program manager, overseeing zero-emission bus activities. She eagerly took on additional responsibilities and became the project manager and subject matter lead for NVTC’s technical support for a General Assembly Joint Subcommittee study of funding options for transit agencies in Northern Virginia. More recently, McGrane was promoted to the newly created role of deputy director of programs and policy. In addition to her policy work, she is now responsible for the management and development of NVTC’s program analysts, taking on a direct supervisor role for junior sta .
During her time at NVTC, McGrane has had a direct impact on transit innovation, coordinating regional advancements including leading the Northern Virginia Zero Emission Bus Strategic Plan. She led the Value of Northern Virginia Transit to the Commonwealth report, which demonstrated transit’s nancial impact to the state. McGrane translates complex topics into
I would recommend to anyone early in their career to never pass up on an opportunity for growth and to polish your soft skills, as these are invaluable in coordinating and collaborating on large projects.”
including American Railway Engineering and Maintenance-of-Way Association (AREMA), National Railroad Construction and Maintenance Association and Construction Management Association of America (CMAA), presenting annually at leadership events. He holds a national committee role with CMAA.
Outside of work, he spends time volunteering. He helped raise over $7,500 in donations for the Rukmini Foundation to rebuild a school in Nepal, India, a er a heavy monsoon season destroyed the existing school. ere is currently a brick at the school in honor of the donation.
Fast Fact: Walkowiak and the project team won AREMA’s Dr. William W. Hay Award for Excellence in 2022 for the Carolina Connector project.
MassTransitmag.com/55299689
You can have great ideas, but if you don’t understand the system you’re working in, you’ll struggle to implement them.”
compelling visuals and narratives for elected o cials and policy makers.
McGrane places great emphasis on mentorship and li ing up those around her. She makes sure junior sta have the tools, coaching and guidance they need to succeed. She’s especially supportive of women in the industry, serving as a volunteer for the WTS - Washington, D.C., Chapter’s mentoring program before co-chairing the mentoring program in 2022.
In addition to mentorship, McGrane regularly attends industry conferences like the Zero Emission Bus Conference and the Virginia Transit Association Conference. She also attended the Eno Transportation Mid Manager training in the summer of 2025.
Fast Fact: During a snowstorm, McGrane relied on three di erent transit agencies to connect to a flight for her wedding.
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Adam R.
Walkowiak, P.E., CCM, GIP
Associate Vice President/Director, Rail Construction Services, Michael Baker
International
Ann McGrane, AICP
Deputy Director, Programs and Policy, Northern Virginia Transportation Commission (NVTC)
Amanda Baird joined PSTA as the marketing manager in 2021 a er working at private advertising agencies. She was promoted to senior marketing manager in July of 2023 and was eventually selected for her current role as director of the marketing and communications department.
Back in 2021 when Baird joined the team, PSTA was one year out from launching its SunRunner Bus Rapid Transit (BRT) service. Baird dove straight into the project, almost immediately having a huge impact on the branding and design. Her e orts to brand and market the SunRunner as bringing value to the community paid o . Four years later, the SunRunner is beloved by the community, meeting its ridership goals and becoming a signature element of the city.
In 2024, PSTA won the American Public Transportation Association’s (APTA) Excellence in Inclusive Collaboration Award for the SunRunner project. More recently, a brie ng on the service during a City Council meeting received a standing ovation and many appreciative speeches showing the value the community sees in investing in public transit improvements.
Following the success of the SunRunner campaign, she led the development of a UPASS partnership with a neighborhood association, advancing what has normally been a program
I want to make my community a place my children are proud to call home and build a community where car travel and transit are equally attractive and convenient.”
for universities and schools to an entire neighborhood adjacent to the BRT. She has since taken on the responsibility to advance the second rapid transit service and developed successful promotional campaigns for the new airport shuttle and ferry boat operation. is summer, she participated in the Leadership Development Institute’s program at Eckerd College to advance her departmental leadership skills. She currently chairs the Florida Public Transportation Association Marketing Committee and oversees the statewide award program.
She has also presented at the 2025 APTA Marketing & Communications Conference and mentored PSTA’s internal Leadership PSTA class.
Fast Fact: Baird is known as the girl with the SunRunner tattoo. MassTransitmag.com/55303962
Amin Asgarian began as a structural engineer before gaining an interest in project management. He earned his project management professional certi cation and became a certi ed project manager at AECOM a er completing the rm’s global certi cation process. For more than 15 years, he has held roles as a licensed senior structural engineer and project manager.
Currently, he serves as the technical compliance manager for the Finch West Light-Rail Transit (LRT) project in Toronto, Canada, with involvement through the design, construction, commissioning and close-out processes. During his tenure at AECOM, he’s received growing responsibilities and now leads a multidisciplinary team of over 50 engineers in managing the compliance review workstream, engaging with internal and external stakeholders and working alongside legal and commercial teams on change management and dispute resolution.
Asgarian champions the use of technology to solve complex design challenges. He introduces emerging technologies to project teams by arranging knowledge-sharing sessions, webinars and so ware demonstrations. In his current role on the Finch West LRT project, he has drawn on his background in data analytics to lead the integration of data-driven tracking and digital
I take pride in contributing to solutions that are technically sound, commercially viable and contractually robust.”
tools within the project’s compliance framework. is signi cantly enhanced e ciency and traceability across the design, construction and commissioning phases. His cross-disciplinary coordination has streamlined work ows, reduced work and accelerated review cycles.
Asgarian engages in engineering and project management communities outside of work. He’s a member of Professional Engineers Ontario – York Chapter, American Society of Civil Engineers and Canadian Society for Civil Engineering. He also serves as a seasonal instructor at Seneca College, where he mentors the next generation of civil engineers and technologists. His contributions were previously recognized with the Emerging Leader Award by Construction Canada in 2020.
Fast Fact: Asgarian and his wife most recently traveled to Egypt where they visited the Pyramids of Giza. MassTransitmag.com/55301555
We congratulate Amin Asgarian and Sara Russo on being honored by Mass Transit magazine as part of its 2025 40 Under 40.
Amin Asgarian, Ph.D., P. Eng., PMP Project Manager
Sara Russo, P.E., MBA Project Manager
Sara Russo, P.E., MBA Systems Engineering Project Manager, AECOM
Sara Russo, systems engineering project manager, AECOM, has managed more than 50 diverse systems engineering task orders, totaling approximately $90 million during the past decade. Starting out as a civil engineer at AECOM, she focused on roadway and stormwater design and obtained her professional engineering license.
Russo’s primary client, Washington Metropolitan Area Transit Authority (WMATA), designated her as project manager for communications-based systems engineering task orders for the past 12 years. Among her achievements, Russo independently developed a master engineering tracker and schedule for the WMATA radio task order, which became the central resource for the entire project and was adopted and adapted by the radio project management team.
She also assisted with the design and manual of the innovative Metro Box Enclosure, which is placed in underground fan and vent sha s to enhance the radio system’s reliability and connectivity while providing power and ber connectivity to other local devices. Russo managed the design of a highly e cient airblown ber system, successfully converging radio and IT ancillary components in a geographically diverse, redundant routing method, which can accommodate future ber installations.
Anna Harvey is currently the deputy project director of engineering for the Transbay Joint Powers Authority, but she began her career as an associate engineer at Parsons Brinckerho in 2011. She attained her professional engineer’s license in 2014, and by the time she le the private sector in 2016, she had advanced to the role of senior engineer.
She then joined the San Francisco County Transportation Authority (SFCTA) in the capital projects division, learning the nuances of public funding while gaining experience with Caltrans’ project development and highway toll lanes. She le SFCTA for the San Francisco Planning Department in 2019, where she served as the rail program manager for the city, honing stakeholder coordination skills and successfully delivering the Southeast Rail Station Study.
During her time at the planning department, she simultaneously pursued a Master of Science in Transportation Management at San José State University.
In 2022, Harvey joined the Transbay Joint Powers Authority in her current role, where she oversees design, right-of-way and major third-party agreements for e Portal. As part of her current role, Harvey organizes interagency discussions and eld visits.
Harvey is described as someone who has al-
Every day presents a new puzzle and the collaborative e ort to solve it and witness the tangible impact of our work is what truly energizes me.”
Additionally, she helped revolutionize the creation and automation of critical testing documentation for the WMATA ber network. WMATA awarded her the Wonderful Outstanding Worker Award in 2021 for developing the scope of work for the ber optic cable and metro box installation contract.
Russo actively contributes to the industry and community. She is a member of the American Society of Civil Engineers and the American Society of Highway Engineers. Russo also participates in WTS, where she served on the Program Logistics Committee and participated in the mentor program, directly supporting the professional development of other women in transportation.
Fast Fact: Russo’s happy place is a beach volleyball court.
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Read the whole contract, hold the door open for those coming up behind you and be a good human to others, regardless of where they sit on the org chart.”
ways been at the forefront of enacting positive culture change. At Parsons Brinckerho , she was part of the early career Professional Growth Network, where she took part in an international case competition and won a national award for professionals with less than ve years of experience. During the pandemic, she helped roll out new methods of virtual community outreach, using Zoom and live translation in breakout rooms to bridge language divides and o er more convenient meeting times.
Harvey successfully completed Leadership APTA in 2023. She was recently appointed to a two-year term as the graduate trustee for the board of the Mineta Transportation Institute.
Fast Fact: Harvey taught herself how to clip into road bike pedals during the pandemic and has been an avid cyclist since. MassTransitmag.com/55301525
Avi A. Shah started as an intern at HDR in 2010. In the past 15 years, Shah’s pro ciency in track design, modeling and managing multidisciplinary teams across several transit projects led to his promotion of client manager in 2022.
Shah has honed his technical skills, taking on more complex responsibilities and managing tasks on key projects such as the Orange County Transportation Authority’s (OCTA) Capital Rail Program Management. He became a licensed professional engineer in California in 2015 and later progressed to transit project manager. Shortly a er, Shah graduated with a master’s degree in 2017.
In his current role, he manages major rail design projects as HDR’s transit section manager for Orange County. As program manager working with OCTA, he leads technical reviews, backend funding coordination and risk management for more than a dozen rail projects. Colleagues say he has a keen understanding of complex issues and consistently delivers results under pressure while maintaining excellent communication and responsiveness.
No project better captures Shah’s professional growth than the $360 million Redlands Passenger Rail Project. Beginning as a drainage engineer, he advanced to deputy project manager.
Knowing that my work helps create a more e cient and connected community is what makes the job fulfi lling."
His experience deepened his understanding of constructability and highlighted the value he brings to turning complex projects into reality.
Shah’s leadership established innovative design standards that continue to guide transit projects in Southern California, such as new speci cations for the Los Angeles County Metropolitan Transportation Authority. He also helped revamp design criteria and procedures for Metrolink.
Shah remains heavily involved with the Railway Association of Southern California (RASC). Beginning as volunteer, he advanced to president in 2023. During his tenure, a college program was established for students seeking careers in the transit industry. He helped implement RASC college chapters to facilitate guest lectures, aiming to spread knowledge about the industry.
Fast Fact: Shah is a hobbyist pizza chef who enjoys experimenting with traditional and innovative pizza recipes. MassTransitmag.com/55299703
Congratulations, Avi Shah and Mat Olson
You’re helping our clients push open the doors to what’s possible, every day.
Avi Shah, P.E., Transit Section Manager and Mat Olson, Senior Financial Consultant Mass Transit Magazine 2025 Top 40 Under 40 hdrinc.com
For more information, visit www.MassTransitmag.com/10065921
Avi A. Shah, P.E. Transit Section Manager, HDR
Mat Olson Senior Financial Consultant, HDR
Mat Olson, senior nancial consultant, HDR, is a dedicated and driven nancial professional within the transit industry. He began his transit career with WSP as embedded sta at the California High-Speed Rail Authority. Within his rst year, he co-authored the 2019 Equivalent Capacity Report. Since joining HDR in 2022, Olson has taken his role to the next level by launching the Northern California Infrastructure Finance Practice, an infrastructure funding and nance-focused consultant team on the West Coast. Olson recruits, develops and leads a cross-sector team that supports infrastructure clients across multiple transportation modes, including transit, intercity rail, high-speed rail and freight rail.
In 2023, he created a pipeline for graduate students to gain real-world experience, turning internships into full-time roles. In partnership with the public policy faculty at the McGeorge School of Law in his hometown of Sacramento, Calif., this internship program combined academic and practical experiences.
As an expert on California funding andnance programs, he serves as both a task and project manager for clients in Sacramento and supports projects across the country. One of his standout achievements was helping support BNSF Railway by building relationships with
Bobby Lee
Public Relations Officer, San Francisco Municipal Transportation Agency, (SFMTA) and Board Chair, Emeryville Transportation Management Association (ETMA)
Bobby Lee is a seasoned communications and marketing leader with almost two decades of experience. He combines this with his role as a lifelong advocate for public transit in the San Francisco Bay Area, currently serving as public relations o cer at SFMTA and board chair of ETMA.
His journey began on the ETMA board. ere, he learned how robust transit can upli local communities. Driven to improve community engagement and transit policy, he earned a master’s degree focused on persuasive communication strategies. He further developed his transit expertise as director of marketing at LYT, where he led marketing strategies and public engagement initiatives, later co-leading key communication and public relations e orts. By integrating community outreach and strategic sponsorships, he championed innovative arti cial intelligence technologies for intelligent transportation systems (ITS), reshaping perceptions and engagement.
Now at SFMTA, Lee serves as public relations o cer in the livable streets division, leading public relations e orts for more than 50 projects. He plays a key role in in uencing public perception, outreach e orts and encouraging community engagement. His innovative and collaborative
It’s exciting being able to bring together all parts of an agency and community to advocate for one or multiple projects.”
local communities and transit agencies to secure infrastructure funding. is work resulted in millions of dollars awarded in state and federal discretionary funds that directly bene t the surrounding communities. Olson supports leveraging both state and federal funds towards safety critical projects like grade crossing improvement projects. is work was the focus of a joint presentation with senior BNSF sta at the American Public Transportation Association (APTA) Rail Conference in 2024.
He completed APTA’s Emerging Leaders Program in the Class of 2024 and was unanimously selected by his peers to guide the next cohort as a mentor and committee member. Olson has spoken at major conferences, including Utah’s Urban & Rural Specialized Transportation Association, APTA Mobility and APTA Rail.
Fast Fact: Olson works in the wine industry. MassTransitmag.com/55300353
leadership has driven the development of groundbreaking public engagement strategies that effectively bridge agency functions and resonate with walkers, bike riders, transit users and the broader community.
His efforts contribute to the success and sustainability of vital transportation projects. As the ETMA board chair, Lee has enhanced inter-agency partnerships and led strategic initiatives, solidifying his role as a key advocate for public transit and community engagement.
In addition to his professional roles, he volunteers his time as a community advocate for reliable transit, commonsense policymaking and innovations in ITS. Lee frequently speaks on these topics and mentors young professionals. I cherish every opportunity to hear each person’s unique life story, as every conversation o ers a valuable glimpse into their identity, values and motivations.”
Fast Fact: Lee is an avid collector of airline memorabilia. MassTransitmag.com/55301570
Brendan C. Sennett graduated from Indiana University and joined the management trainee program at RATP Dev USA in April 2013. He served in progressive roles in the business for six years, culminating in his position of manager of safety before he le to take a position with the Texas Department of Transportation in July 2019 as the program manager of state safety oversight.
Since Sennett joined MTD as the safety and training director in May 2021, he has averaged completing more than one advanced certi cation or course annually, allowing him to perform his duties and enhance his awareness and collaboration with other departments. As a commercially licensed driver himself, he maintains a connection to the heart of transit operations.
Sennett launched a risk management program to comply with the Federal Transit Administration’s Public Transportation Agency Safety Plan to maintain MTD’s compliance and elevate its overall safety culture. Sennett advanced accident data tracking alongside monitoring correlations between accident types, locations and respective employee experiences. is work was accompanied by the deployment of a Hazard Identi cation Report (HIR) system through MTD’s employee intranet, where employees anonymously report
Candice Xie took an uncommon path into the transit industry. A er studying business, she co-founded Veo to end car dependency by making clean transportation accessible to all. She helped start Veo in Indiana, where she focused on building a resilient business model designed to solve everyday transportation challenges strong enough to withstand shi ing market conditions. As she grew the company, Xie prioritized in-house vehicle design, hired local full-time operations sta and built long-term partnerships with cities. She taught herself the mechanics of the industry, from procurement and policy to product design. Under her leadership, Veo expanded into direct-to-consumer retail and at campuses like NASA and Oyster Point. In 2024, Veo became the rst in North America to achieve EBIT pro tability and now o ers six distinct vehicle types.
One of these vehicle types is a seated scooter, designed by Xie’s team from the ground up by working closely with advocacy groups focused on disability rights, transit access and street safety to help ensure they’re responding to community needs. With a low center of gravity, wide tires and a throttle for easier acceleration, the seated scooter is more accessible for people of varying ages, body types and abilities. Rec-
I strongly believe in continuous improvement. Safety is not something you simply check o —it’s an ongoing journey with constant opportunities to improve.”
hazards on MTD property and throughout the community. Since launching in July 2021, 322 HIRs have been submitted, with total reports growing year over year and anonymous submissions declining, indicating increasing employee trust in the process.
On top of his contributions to MTD, Sennett participates in several American Public Transportation Association (APTA) committees and was a graduate of APTA’s Emerging Leaders Class of 2017. At the state level, he’s engaged in the Illinois Public Transportation Association. He formed and led a subcommittee of training and safety professionals to discuss current challenges and share resources.
Fast Fact: Sennett was once a hobbyist of beekeeping, caring for over 60,000 bees in his backyard.
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The hardest part of my job is also one of the things that makes it most rewarding: navigating uncharted territory.”
ognizing the bene ts of seated, throttle-assist vehicles, several cities have since updated their eet requirements to incentivize or mandate these vehicle types, and now, other companies have started developing their own.
Xie’s impact goes beyond company and employee growth. As a female founder in U.S. micromobility, she’s used that position to help shi the industry’s culture from within. She mentors women founders in transportation and regularly shares her experience at events like CoMotion LA, TechCrunch Sessions, Women in Shared Mobility and MobilityXX. She’s also contributed to national conversations about the future of shared mobility with several policy networks.
Fast Fact: Under Xie’s leadership, Veo expanded from a campus-based startup to operating in over 50 markets.
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Brendan C. Sennett, TSSP, WSO-CSSD Safety & Training Director, Champaign-Urbana Mass Transit District (MTD)
Christian Bigger has spent nearly a decade in the transit industry, steadily gaining greater leadership roles along the way. At 19, he started at Community Transit as a vehicle service attendant, fueling, cleaning and inspecting buses. He’s since held nine di erent roles. While at STA, he quickly moved from diesel technician to technical projects manager, to eet transition manager, to his current role as zero-emission eet and facilities transition manager.
Prior to assuming his current role, Bigger recognized the industry’s shi to electri cation and decided to build the skills needed to lead it. A er earning an associate’s degree in diesel power technology and spending many years working on buses, Bigger enrolled in Penn State University’s Energy and Sustainability Policy bachelor program while working full time.
In his current role, Bigger manages an ambitious electric bus deployment, with 25 percent of the xed-route eet already transitioned. His work strategically bridges maintenance with nearly every other department to ensure the transition is smooth and methodical for STA. For instance, Bigger’s leadership has helped keep STA’s 12 battery-electric buses (BEBs) from Proterra operational despite the company’s 2023 bankruptcy. Currently, 80 percent of the Pro-
Ellory Monks Chief Ventures Officer, Cubic Transportation Systems
A er graduating with a degree in civil and environmental engineering, Ellory Monks was selected for a two-year fellowship with the White House O ce of Science and Technology Policy, working on infrastructure issues across various sectors, including water and transportation.
Following her fellowship, Monks started a venture-backed technology startup aimed at helping state and local governments learn from each other to build modern infrastructure more e ciently. She successfully sold that startup in late 2020. A er selling her startup, Monks led the state and local government segment for the acquiring company, where she built and brought half a dozen products to market, all geared towards helping state and local decision-makers do their jobs better.
In 2024, she joined Cubic Transportation Systems as the vice president of innovation. Within a year, she was promoted to chief ventures o cer. During her tenure, her portfolio rapidly expanded to overseeing four di erent ventures that her teams were developing, scaling and bringing to market. In the last 12 months alone, she has facilitated the launch of these new ventures and has allocated more than $10 million in new capital towards these innovative business lines. Monks has also taken on
Working in vehicle maintenance taught me that very few problems have true dead ends with no solution.”
terra buses are operational on any given day thanks to Bigger’s creative strategies to source parts, retro t as needed and refurbish components that are no longer available.
Bigger’s work on the zero-emissions transition extends outside of his job at STA. He’s currently leading STA’s e orts to establish BEB industry standards for useful life benchmarks and standardize BEB telematics and data frameworks.
He’s also spearheaded some of the rst re suppression and mitigation strategies for BEBs housed inside enclosed transit depots, sharing these innovations and lessons learned with CTE’s Zero Emission Bus Resource Alliance and other peer roundtables.
Fast Fact: In 2023, Bigger received the Washington State Department of Transportation Wall of Fame Award for leading STA’s zero-emissions bus maintenance team.
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I’m most proud of building the next generation of fare gates, FEnX, which will be installed in stations this fall, including New York City.”
the leadership of the Umo business unit and played a key role in the facilitation and creation of the recently announced innovation center in London.
As a startup founder, female executive and mother, Monks has broken traditional barriers and serves as an inspiration to many within her industry. She frequently advises startups and small businesses, especially those who serve in government in one way or another. She also has a special interest in encouraging entrepreneurship in women, minority and other underrepresented groups. In addition to individual mentorship, she frequently hosts women in STEM roundtables to build a global community of women supporting other women in transit.
Fast Fact: Monks has written articles for the Brookings Institution and has been interviewed by the New York Times MassTransitmag.com/55300099
Eric Hirani, president and CEO, In nite Consulting Corp., founded the company back in 2009. What began as a one-person operation has grown into a leading construction consulting rm specializing in program and construction management, cost estimating, scheduling, project controls and site safety for complex transit projects.
Under his leadership, the rm’s portfolio has expanded from modest safety roles to key positions on multi-billion-dollar transportation programs, including capacity expansion projects, subway station rehabilitations, rail yard upgrades, critical track work and ADA upgrades. ese projects provided Hirani with broad experience that shaped his perspective, expanded his responsibilities and advanced his transit career.
He's equally dedicated to developing his team. He incorporates team feedback to foster a thriving workplace, and has implemented an internal leadership training program for the company’s leadership team.
He also embraces innovation and automation. He led the development of the In nite One App, a proprietary platform that streamlines project scheduling, certi cation tracking and personnel approvals.
In addition to his commitment to innovation,
Eva S. Williams’ transit career began at Trinity Metro in 2020 as a grants analyst. She quickly moved into management and now serves as the director of budget and grants. In her current role, Williams manages everything from multi-year budgeting to compliance with federal funding requirements. She’s also been a driving force behind internal nance training and development e orts that have strengthened nancial stewardship agency-wide.
She also helped launch and now leads Trinity Metro’s E ciency Taskforce, a cross-functional core team focused on nding practical ways to improve operations, use resources more e ectively and strengthen compliance. Under her leadership, the task force has identi ed key opportunities to streamline processes, boost collaboration across departments and reduce waste.
One of her other standout contributions has been creating more structured communication around nance. She established quarterly agency-wide nance meetings and monthly department check-ins to keep everyone aligned on budgets and funding updates. is approach has improved transparency, accountability and reinforces that resources are being used e ectively to support day-to-day operations and long-term improvements.
Seeing people push beyond their limits and succeed fi lls me with pride and reminds me why we invest so deeply in them. Their success is truly everything.”
he's dedicated to advancing the industry and investing in the next generation. He serves as president-elect of the Construction Management Association of America (CMAA) - New York/New Jersey Chapter and founded its mentor program.
Hirani personally funds scholarships for students pursuing construction and engineering careers. He recently launched the Building Better Futures nonpro t to honor infrastructure leaders while directing proceeds to charities. He also championed In nite Care, the rm’s employee-driven philanthropic initiative that supports various causes. His impact has been recognized with numerous awards, including CMAA’s Distinguished Young Professional.
Fast Fact: Hirani competes in super sprint triathlons.
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I want to use my role in budget and grants to fi nd innovative ways to stretch every dollar, secure new funding and continue bringing projects to life.”
In addition to her contributions at work, Williams remains dedicated to engaging with the industry at large. She completed the 2025 American Public Transportation Association Emerging Leaders program, where she was elected by her peers to serve as one of the class representatives for the class of 2025.
Outside of the transit industry, Williams serves as communications vice president for the Junior League of Fort Worth, where she leads outreach and messaging e orts. She recently wrapped up her fourth term as the Place 3 representative on the City of Fort Worth Community Development Council but stays involved with the Lake Como Juneteenth Celebration Committee and the Lake Como Planning Committee.
Fast Fact: Williams gets her best ideas when she’s working in the yard.
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Eric Hirani, P.E., CCM, DBIA, LEED AP BD+C President and CEO, Infinite Consulting Corp.
Eva S. Williams,
MBA Director, Budget and Grants, Trinity Metro
Hani Shamat Program Manager, Shared-Use Mobility Center (SUMC)
As program manager at SUMC, Hani Shamat helps transit agencies and local governments advance mobility through the adoption of new partnerships and technologies. Shamat’s work ranges from helping agencies develop on-demand transit to advancing payment integration systems and extending the use of data-oriented tools.
During his time at SUMC, Shamat has shared these innovative mobility practices through technical assistance and applied research. He’s able to turn this information into case studies that help other agencies pursuing similar projects. For instance, he wrote a case study focused on transactional data speci cation, demonstrating its role in facilitating coordinated demand-response transit in projects led by transit agencies and non-emergency medical transportation providers.
Shamat also supported the video production of microtransit driver stories to move the industry’s conversation beyond service planning and to incorporate—and praise—transit operators’ experience.
Additionally, Shamat was an author of the Mobility Innovation Guidebook, a research publication on mobility innovation that explores what excites, challenges and stumps professionals in the eld. He also authored a report for the Missouri
Juan Martinez Cabre, MBA, PMP
Regional Director, North America, Optibus
Juan Martinez Cabre, regional director of North America, Optibus, became interested in transit when he was an undergraduate student at San Francisco State University, where he discovered the personal freedom public transit o ered and quickly became an advocate among his peers. e summer before he graduated, he interned at Cubic Transportation Systems and has since demonstrated an unwavering dedication to professional growth and public service.
During his tenure, he worked across multiple domains, including real-time passenger information, fare collection systems, intelligent transportation systems, mobile ticketing and now planning, scheduling and operations so ware. At Optibus, he quickly became a top global performer, ranking in the top tier against quota attainment and overall sales among his colleagues worldwide.
He was recently promoted and now carries additional responsibility, overseeing the full sales cycle from prospecting to deal closure, transitioning clients to onboarding and managing relationships through the end of the contract. His ability to think holistically and leverage his industry network has been key in solving complex challenges. He regularly collaborates with product, solution architecture and partnership
I want to learn about how people move and help make sure everyone can access that freedom and opportunity.”
Department of Transportation that examined current barriers and o ered recommendations on how to e ectively support rst- and last-mile transportation to improve employment access.
Outside of written materials, Shamat has led multiple peer-to-peer knowledge-sharing events with transit agencies and spearheaded the Innovative Transit Micromobility Integration workgroup, with the goal of supporting transit agencies in expanding their suite of modes to provide transportation services to their communities.
Shamat has increased his industry participation, presenting many of these best practices at conferences. Outside of work, Shamat serves as chair of Young Professionals in Transportation - Chicago Chapter, where he helps organize networking and educational programming for others in the industry.
Fast Fact: Shamat has a daily streak of over 6.5 years on Duolingo to learn Swahili. MassTransitmag.com/55299684
I love working at the intersection of people, technology and community.”
teams to cra creative solutions that go beyond the standard o ering.
He’s highly involved in the transit industry, attending and sponsoring numerous industry conferences. He’s an American Public Transportation Association (APTA) member and participates in the Bus Operations and Transit Planning & Scheduling subcommittees. In 2018, he was selected to participate in APTA’s Europe Mission Study Trip, where he gained experience with Mobility-as-a-Service initiatives. at experience inspired him to give back as a mentor and leader.
Outside of work, he has volunteered with a Tijuana house-building ministry, participated in mentoring with Big Brothers Big Sisters of San Diego County and recently joined the San Diego Chapter of the Project Management Institute.
Fast Fact: Martinez Cabre is an avid surfer and has been surfing since he was five years old.
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JuanPablo Prieto currently serves as the director of diversity programs at the CTA. He began his career at the authority in 2014 as a diversity programs specialist and was promoted to his department’s data analyst within six months thanks to his proactive approach for learning the disadvantaged business enterprise (DBE) and labor compliance programs. He was then promoted to manager of compliance in 2017 and took charge of the department the following year.
In his role, he established the CTA’s Small Business Educational Series (SBES) and Building Small Business (BSB). SBES is a cohort program where small business owners learn from some of CTA’s prime contractors. BSB is CTA’s nancial capacity and technical assistance program that connects small businesses with capital sourcing, back-o ce support and a procurement navigator.
He spearheaded opportunities for low-income workers and trade labor apprentices by requiring a percentage of contract hours be performed by individuals that meet one or more of these goals. He also executed contracts with workforce agencies to prepare candidates and create a pipeline when contractors have hiring needs. roughout his tenure, he and the CTA received several awards based on his leadership in creating one of the nation’s leading DBE and
I could improve people’s lives was very important to me, and transit has given me that opportunity.”
workforce development programs. Some of these awards include Negocios Now 40 Under 40 and the Construction Industry Conference Vanguard Award. CTA was awarded the Diversity Program of the Year in 2019 thanks to his leadership.
Prieto has spoken on various panels for national conferences and has completed several leadership development programs, including the Chicago Latino Caucus Foundation Leadership Academy in 2020 and the University of Chicago’s Civic Leadership Academy in 2024.
Outside of work, Prieto serves on the boards of La Casa Norte, Spanish Coalition for Housing and the Latino Worker Safety Center. He also serves on the 30th Ward Community Zoning Committee.
Fast Fact: Prieto danced in the Tierra Colombiana Folkloric Dance Company for 10 years. MassTransitmag.com/55301537
JuanPablo Prieto Director, Diversity Programs, Chicago Transit Authority (CTA)
I-Mobile System
Kelly Gordon General Manager, Transdev - Palm Tran Connection contract
Kelly Gordon’s transit career has spanned more than 10 years at various locations in Florida, Georgia, New Jersey, Virginia, Maryland and Delaware. He began his career in 2014 as a dispatcher, then moved to scheduler and was promoted to operations manager and assistant general manager. Since 2022, he has served as the general manager for Transdev’s Palm Tran Connection contract location, where he regularly engages stakeholders to ensure paratransit services align with rider needs.
During his time at Palm Tran, Gordon has led his team to increasing e ciencies. He has also streamlined a few of the previously manual processes to be cloud-based, and he piloted the majority of the new so ware now in use, giving valuable feedback and ways to improve it.
In the past year, Gordon compiled a suite of applications to be utilized on tablets, allowing for instant communication, review/coaching access, document generation and reporting from virtually anywhere for supervisors; improvements are made periodically with continued input. is has positively impacted the safety culture of the location, with this program expanding to other Transdev locations. E ciencies have also increased due to the ease of access to information and communication.
Lauren Garoppo Associate/Vehicles Engineering Specialist, STV Inc.
During her fourth year at Drexel University’s mechanical engineering program, Lauren Garoppo accepted an internship at STV. She eventually joined STV full-time as an entry-level mechanical engineering specialist, where she supported quality oversight, onsite testing and production inspections. She quickly advanced to her current role as associate vehicles engineering specialist and deputy project manager. She’s also working towards her project management professional certi cation.
Known as an engineering subject matter expert supporting passenger rail vehicle procurements, retro ts and overhauls, colleagues say many of STV’s vehicles group clients see her as their go-to representative for major safety-critical system testing, rst article inspections and design reviews. In her work as a deputy project manager for a major locomotive program with New Jersey Transit, Garoppo has grown her responsibilities. In over seven years on this program, she has taken on invoicing, interfacing with the client and running client meetings with stakeholders.
When Garoppo isn’t supporting clients, she’s leading the Philadelphia o ce’s involvement in the ACE Mentor Program, which encourages high school students to pursue careers in
Technology and systems are only as e ective as the teams who implement and interact with them. Invest in your people and innovation will follow.”
Outside of his role in transit, Gordon is hands-on with many nonprofits, including Florida Outreach for the Blind, Lighthouse for the Blind of Palm Beach, the O ce of Community Revitalization and Leadership Palm Beach County, volunteering time, nancial resources and promoting outreach.
He’s currently a participant in the 2026 Beyond the Fair program with the South Florida Fairgrounds, a leadership initiative for young professionals focused on organizing and enhancing events throughout Palm Beach County, Fla. He’s also the president of Black Genius In Flight Inc, a nonpro t focusing on promoting S.T.E.A.M. education in marginalized communities.
Fast Fact: Gordon was the first male cheerleader for his high school.
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I enjoy knowing that I am working towards improving sustainability in making transit easier to use and more widely available.”
architecture, engineering and construction. Garoppo serves as a lead mentor, introducing students to various engineering disciplines. She also operates the STV Vehicle Group’s Drexel University Co-Op Program, where she selects and interviews candidates and manages and develops students throughout their six-month internships. Several of her selected students have since returned to STV as full-time employees. She's involved in several industry organizations and programs and was recently selected to the 2025 cohort of the WTS - Philadelphia Chapter’s Emerging Leaders Program. She was also a member of the American Public Transportation Association Emerging Leaders Program Class of 2025.
Fast Fact: Garoppo has been making pasta from scratch since she was eight years old.
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Transdev Celebrates
Leslie Bienenfeld Manager, Transit Special Operations, San Francisco Municipal Transportation Agency (SFMTA)
Leslie Bienenfeld, manager, transit special operations, SFMTA, began her transit career in college, advocating for transit and environmental policy. Her rst job was with a consulting rm in Atlanta conducting transit surveys. A er moving to San Francisco, she joined SFMTA as an intern with its SFpark program, a federally-funded project to pilot demand-responsive parking prices. She would eventually join the team on a full-time basis.
During her 16 years at SFMTA, Bienenfeld advanced through roles in infrastructure asset management, rail scheduling and engineering. She helped implement Muni’s upgraded CAD/ AVL and real-time customer information systems. She led the industry by launching online bidding for signups at Muni’s nine operating divisions, evantually moving the agency to 100 percent online bidding during COVID-19.
Today, Bienenfeld manages SFMTA’s Transit Special Operations Team, which focuses on temporary service changes to support special events, major capital and infrastructure maintenance projects and managing third-party construction. She has led planning for high-pro le events, including two Super Bowls, NBA All-Star Games and the APEC Leaders Summit, and is currently preparing for the 2026 FIFA World Cup.
Whitney Nichels VP, Communications, Washington Metropolitan Area Transit Authority (WMATA)
Whitney Nichels , vice president, communications, WMATA, is responsible for de ning and executing WMATA’s digital voice, public relations strategy and crisis communication framework. She leads a multidisciplinary team of communications professionals tasked with managing WMATA’s external messaging, digital content creation, media relations and customer engagement across multiple platforms. Her role includes overseeing crisis communications, emergency alerts and real-time updates for the agency’s 24/7 operations, ensuring the timely and accurate ow of information to the public.
Her journey in transportation began as a student in New York City, where she worked as an on-air reporter for the Metropolitan Transportation Authority’s Emmy awardwinning public access program “Transit Transit Newsmagazine.”
Nichels led the charge in revitalizing WMATA’s social media presence, achieving a 347 percent year-over-year increase in Instagram engagement. e agency’s social media breakout moment came in June 2024 with a video Nichels helped develop using the viral “Man in Finance” song as a tongue-in-cheek way to promote transit as an alternative to dating apps.
Listen to the people you’re working with and learn what matters most to them.”
She has a Bachelor of Arts in urban geography from Georgia State University. A er gaining con dence in her commitment to mass transit planning and operations, she went on to earn a certi cate in transit and paratransit management from the University of the Paci c. She completed a Master of Science in information systems and technology from Claremont Graduate University.
During the past 10 years, Bienenfeld has participated as an attendee, organizer and presenter for the American Public Transportation Association’s Sustainability/Operations Planning and Scheduling Workshop, the Trapeze User Conference and the International Association of Public Transport’s Public Transit for Mega-Event series. She completed the WTS - Bay Area Chapter’s mid-career Women’s Leadership Program and early career mentorship program.
Fast Fact: Bienenfeld once lived in a small village in southern Iceland.
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Careers don’t have to be linear to be fulfi lling.”
e video has been viewed over ve million times across Instagram and TikTok.
Outside of her work at WMATA, Nichels is an active participant in various professional and community organizations. She serves as a mentor for emerging communication professionals, o ering guidance on career development and digital strategy and has also been a featured speaker at industry conferences.
She has served as a guest lecturer on public relations at American University and presented to public information o cers across the District of Columbia, Maryland and Virginia region at meetings hosted by the Metropolitan Washington Council of Governments. Nichels served alongside other transportation leaders on a panel discussing external messaging at the 2025 NACTO Designing Cities Conference in May of 2025.
Fast Fact: Nichels loves to travel and has visited more than 14 countries.
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Lizzie Baker, director, marketing and creative for the MBTA Commuter Rail and acting vice president of the Department of Passenger Experience, Marketing and Revenue at Keolis Commuter Services, focuses on developing strategies to make the Commuter Rail service more accessible, relevant and trusted by riders. She joined Keolis Commuter Services in 2017 as the marketing manager for commuter rail. She was promoted to director of marketing and creative, where she built the rst fully integrated marketing strategy for the MBTA Commuter Rail.
In 2020, Baker was selected to join the Massachusetts COVID-19 Command Center, following recommendations from both state clients and internal colleagues. She served as a communications liaison between the secretary of health and human services and the web, design and communications teams responsible for creating clear, accessible messaging. Her work focused on critical public health initiatives such as the “Stop the Spread” campaign and vaccine rollout communications and materials.
One of Baker’s proudest achievements is the creation and execution of the rst integrated marketing campaign for Commuter Rail and the development and launch of the Commuter Rail’s $10 weekend ticket. e campaign helped
I love helping people realize that public transportation is not just a necessity; it can be a joyful, empowering and even life-enhancing resource.”
broaden public perception of Commuter Rail, encouraging leisure ridership and increasing user-generated content that re ected positive experiences and improved brand sentiment. One of its signature components, Commuter Rail TRACKed—a storytelling initiative re ecting rider experiences—was recognized recently with a New England Emmy Award for Branded Content.
Recognized for her work experience, she was invited to speak at the 2023 American Public Transportation Association Rail Conference and served as a panelist at the 2024 Commuter Rail Coalition Conference. Outside of work, she is an active supporter of DOVE Inc., which serves individuals impacted by domestic and partner violence, and a supporter of Pine St. Inn, a leading organization working to end homelessness in Greater Boston.
Fact: Baker is originally a Granite Stater. MassTransitmag.com/55300623
Lizzie Baker Director, Marketing & Creative for Commuter Rail, Interim VP of Passenger Experience, Marketing & Revenue, Keolis Commuter Services
Matthew Ciborowski, AICP
Vice President, Planning and Modeling, RSG
Matthew Ciborowski was the former vice president, planning and modeling for RSG, where he led a national portfolio of experts while directing transformative projects, such as Vermont’s Rail and Freight Plan, which seeks to help the state conform to new federal guidelines by leveraging the state’s rail network for both passenger and freight mobility in alignment with the Vermont Climate Action Plan.
He began as a transit analyst in the private sector before moving into public service. For six years, Ciborowski worked for the commonwealth of Massachusetts, where he led statewide strategic planning initiatives while also spearheading major capital projects such as the Green Line Extension and South Station Expansion. He later joined the Massachusetts Bay Transportation Authority (MBTA) to modernize fare collection policy and technology through an innovative public-private partnership.
Ciborowski then transitioned to a multinational planning consultancy, where he managed multimillion-dollar projects ranging from alternatives analyses to master planning for transit clients nationwide. His portfolio includes high-pro le e orts such as the Allston Multimodal Project, the Bay Area’s Link21, multiple station redevelopments and MBTA’s
Matt Taylor
Vice President, Operations, Ecolane
Matt Taylor, vice president, operations, Ecolane, has gone above and beyond to help agencies unlock the full potential of Ecolane’s technology, enabling them to deliver more e cient, reliable and equitable transportation services. Taylor’s career in transit began as a paratransit operator, fueling his commitment to improving transit systems and accessibility.
A er joining Ecolane as a technical trainer, colleagues say Taylor quickly distinguished himself through his ability to bridge technology with real-world transit operations. In this role, Taylor has led transformative initiatives that have expanded the company’s capabilities and helped agencies across the globe optimize their services. rough the deployment of EcoVision, Taylor introduced a livestream camera and monitoring solution that directly integrates with the dispatching so ware. is innovation signi cantly improved workplace safety, reduced risk exposure and streamlined incident response. Features such as real-time video access, automated alerts and arti cial intelligence-based driving behavior analysis have not only enhanced operational oversight, but also helped reduce insurance claims and protect drivers.
One of Taylor’s most signi cant contributions has been the implementation of a Mo-
Always put people fi rst, whether they are your colleagues, passengers or a ected community.”
Bus Network Redesign, in which he developed a rst-of-its-kind parametric model designed to reduce bias in the planning process.
Ciborowski left RSG in August 2025. He served as a long-standing member of the Transportation Research Board’s Standing Committee on Public Transportation Marketing and Fare Policy. He is also a member of the American Planning Association - Massachusetts Chapter and participates on leadership boards for the Urban Land Institute and the Boston Chamber of Commerce.
Ciborowski regularly attends national conferences, contributes to technical publications and supports peer learning and mentorship opportunities within the industry.
Fast Fact: Ciborowski’s first love is theater, with his most memorable role as Luke Skywalker during a production of Star Wars Trilogy: Musical Edition. MassTransitmag.com/55300072
Give every task your full e ort, even the little ones— and be kind to everyone.”
bility-as-a-Service solution that integrates trip planning, booking and payments into a single rider-facing app.
Taylor serves on the Suburban Transit Network (TransNet) Board, where he helps guide strategic decisions. His leadership extends to specialized safety concerns as a member of TransNet’s Wheelchair Transportation Risk Committee, where he works to enhance safety protocols for demand-response providers.
He's also a recognized thought leader and regular presenter at key industry conferences, including the Pennsylvania Public Transportation Association Conference, the Kentucky Public Transit Association, the Transportation Association of Maryland and the Transit Retreat. Taylor has also engaged in ongoing professional development, including executive training in leadership and innovation.
Fast Fact: Taylor plays guitar in his transit technologies band, High Maintenance. MassTransitmag.com/55300309
Matthew A. Maier, director, operations, Laketran, started his career in the public transit industry while earning his Bachelor of Science in construction management at Kent State University. During that time, he was a student bus driver, then supervisor at the Portage Area Regional Transportation Authority, which sparked his passion for transportation. A er overseeing construction projects at Ohio Department of Transportation, he transitioned back into transit operations, rst as an operations manager at Coach USA and then at Laketran. Within just one year at Laketran, he was promoted to director of operations.
Maier oversees 236 employees across multiple departments, including bus drivers, dispatch, scheduling and customer service teams. His leadership has been instrumental in improving and expanding transit services, including adding over 30,000 service hours—a 62 percent increase in service by adding more routes and service hours. He has been able to navigate challenges—including pandemic-related disruptions, labor shortages and supply chain issues—while ensuring high-quality service and a 19 percent ridership increase in 2023 alone, followed by another nine percent increase in 2024.
During his time at Laketran, Maier has imple-
mented new scheduling and timekeeping soware, passenger counters, customer trip booking portal, same day dial-a-ride, real-time signage for xed route and paratransit, mobile ticketing and tablets to improve operations and the customer experience. Maier has helped Laketran convert its paratransit eet to propane and deployed 10 battery-electric buses to reduce costs. He also managed a major paratransit so ware upgrade that included transitioning the eet from ranger to tablets, which required extensive development, training and customer engagement.
Maier is an active member of Ohio Transit Risk Pool, NEORide and was recognized as Ohio Public Transportation Association’s Under 40 Rising Star in 2024. He is a 2020 graduate of Leadership Lake County and serves on the board of Lifeline, Lake & Geauga Counties’ Community Action Agencies.
Matthew A. Maier Director, Operations, Laketran
Mike Tobin, MPA, PMP Director, Operations and Planning, Livermore Amador Valley Transit Authority (LAVTA)
Mike Tobin, director, operations and planning, LAVTA, oversees xed-route and paratransit services in the Tri-Valley region of the East Bay. In this role, he manages the xed-route operations and maintenance contract, paratransit contract, as well as planning, IT and facilities initiatives.
During the past two years at LAVTA, he has played a pivotal role in driving innovation across the agency’s operations. He successfully led the procurement and implementation of a new $122 million operations and maintenance contract and managed the agency’s transition to a new managed IT services provider, initiatives which both signi cantly improved operational e ciency and service reliability. Tobin has helped shape service delivery through the launch of Wheels in Motion, LAVTA’s network realignment and service enhancement initiative.
Tobin’s 14-year career in public transit began as an intern at Access Services in Los Angeles, where he supported paratransit operations, as well as planning and governmental relations. A er earning his bachelor’s degree, he advanced through operations roles at Foothill Transit before becoming senior transit operations analyst at Santa Monica’s Big Blue Bus. Prior to joining LAVTA, he served as deputy transportation
Michelle Robertson Principal Marketing Representative, Communications Department, Bay Area Rapid Transit (BART)
Michelle Robertson, principal marketing representative, communications department, BART, has been with the agency for three years a er a career in journalism. Colleagues say Robertson is known as the “storyteller” at BART. She writes the press releases and blogs on BART’s website and oversees social media and website management. She handles speaking to the media, producing and directing videos, planning events, managing projects and facilitates and/or supporting multiple rider engagement programs.
Robertson worked with BART’s planning team to develop BART’s second Role in the Region Report, a 56-page document outlining BART’s contributions to the Bay Area with new research and data as well as storytelling. Additionally, she has developed two major marketing campaigns (BART Connects and Transit Saves), relaunched BART’s Poster Art Program, created BART’s adult and youth writing contests and created BART’s celebrated book club, One Book One BART. Robertson hosted multiple events for the 2025 book club, which was centered around getting people outdoors.
In 2025, Robertson launched a new storytelling series that uses interactive maps with interviews from local business owners, commuters and families that use rst-person narratives to
In this industry, no one person or agency has all the answers.”
o cer for the city of Culver City, Calif., where he oversaw xed-route and paratransit operations, technology infrastructure and the agency’s zero-emissions eet transition, including a pilot of four battery-electric buses.
In addition to his work at the agency level, Tobin actively participates in the broader transit industry through organizations like the American Public Transportation Association and the California Transit Association (CTA). His involvement includes presenting at conferences, including at the 2024 CTA conference.
He serves on the CTA Operations Committee, participates in the Metropolitan Transporation Commission’s Policy Development Working Group and represents his agency on the Bay Area Paratransit Accessibility Committee. Tobin also participated in the 2025 Leadership Pleasanton cohort, a civic engagement program.
Fast Fact: Tobin is an avid guitar player. MassTransitmag.com/55299409
One day, I hope to live in a society where transit’s value is so obvious that it’s embedded in the public consciousness.”
illustrate transit’s impact on the Bay Area. Outside of BART, she's the co-chair of the American Public Transportation Association (APTA) Storytelling Forum. She facilitates and organizes meetings for forum members to share their work in marketing, communications and customer experience elds. Presentations have included economic impact storytelling, storytelling ahead of ballot measures and how to tell the right stories for the right audiences.
She has presented and moderated panels at APTA conferences, spoken to national transit agencies about storytelling best practices, attended leadership and diversity trainings and regularly speaks to students and youth about exploring careers in transportation.
Fast Fact: Robertson’s book, “Hate Mail: Thank You for Reading,” was published in 2022, and she is currently working on a fantasy novel.
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Millie Tolleson, director, planning, SamTrans, began her transit career as an intern at the San Francisco County Transportation Authority and went on to spend nearly three years at Nelson\ Nygaard, where she led and supported diverse projects—from regional late-night transit planning to youth mobility strategies and transit demand management evaluations. She also served as an embedded consultant managing the US101 Express Bus Feasibility Study at SamTrans.
Tolleson joined SamTrans as a principal planner, was promoted to manager of strategic planning and now serves as director of planning, managing a team of 16. Her leadership includes planning for the use of zero-emission buses in areas with the highest asthma rates, greenhouse gases and particulate matter.
She championed the implementation of Reimagine SamTrans, the agency’s comprehensive service design, which has resulted in customer satisfaction and ridership levels surpassing pre-pandemic levels. As project manager for Reimagine SamTrans, she led a complete service redesign that increased frequency, expanded evening and weekend service, streamlined routes and introduced on-demand transit.
With the the launch of on-demand transit, she ensured the service was available in equity
If you work in transit, you need to ride transit.”
priority areas and expanded youth and institutional fare programs that improve transit access and a ordability.
Tolleson also developed the agency’s new strategic plan, establishing an updated mission, vision and set of key initiatives for the next 10 years. She developed the service policy framework and established equity priority areas, helping the agency de ne where service is most needed and guiding future investment into those areas.
Tolleson championed a comprehensive study of restroom access for SamTrans bus operators, which led to the introduction of an innovative partnership to provide mobile operator restrooms.
Outside of SamTrans, Tolleson contributed to the 95th Annual Transportation Research Board meeting with a paper titled “Congestion Pricing and Strategies for A ordable Mobility on Treasure Island.”
Fast Fact: Before getting into public transit, Tolleson initially hoped to work in the music industry.
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Millie Tolleson Director, Planning, San Mateo County Transit District (SamTrans)
BART Storyteller Michelle Robertson has made the case for transit, one story at a time.
Now, Mass Transit 40 Under 40 is a well-deserved part of her story.
Congratulations, Michelle!
Nicholas A. Sofoul, AICP Director, Strategic Planning, North County Transit District (NCTD)
Nicholas A. Sofoul, director, strategic planning, NCTD, has led several of the agency’s most transformative projects in its nearly 50-year history. His career spans both coasts—from Broward County Transit (BCT) in Florida to his current role in San Diego County.
At BCT, Sofoul was involved in planning and community outreach for the successful Penny for Transportation ballot measure, which secured 30 years of dedicated transit funding. As planning administrator, he helped launch the county’s premium mobility plan, PREMO, and contributed to transit-oriented development strategies through updates to the comprehensive plan and land development code. He also served on the complete streets team, helping to integrate biking and pedestrian infrastructure into the county’s broader mobility vision.
Ride your system often and talk to your passengers.”
At NCTD, Sofoul oversaw the launch of the agency’s rst microtransit service, NCTD+. He also played a key role in managing improvements to the regional PRONTO fare system, implementing fare capping and open-loop payments to streamline the rider experience. Sofoul introduced creative fare products to NCTD, such as COASTER Packs and the Fair Tripper, a combined event admission and transit pass that boosted event-based ridership by 200 percent over three years.
Sofoul also served as lead project manager in NCTD’s e orts to insource its bus operations and maintenance functions, which provides xed-route bus, paratransit and microtransit service across a 1,020-square-mile service area. is e ort, completed in under one year, included coordination between internal and external stakeholders to bring approximately 450 employees on board, e ectively doubling the agency’s size.
He is an active member of the American Public Transportation Association (APTA), serving on several key committees, including fare collection, paratransit/access, rail, planning and development and the LGBTQ+ Resource Group. A Leadership APTA graduate, he continues to mentor and support incoming cohorts.
Fast Fact: Sofoul’s dad made a career out of selling cars while Sofoul made a career out of helping people leave them at home—he calls himself the family’s o cial plot twist.
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Nneoma Ugwu, Ph.D., PMP
Former Planner II, HNTB
Nneoma Ugwu’s transit career trajectory is one of exceptional growth. From a transit fellow at the Northern Virginia Transportation Commission to her consulting roles at WSP and HNTB, she has shown continual upward momentum.
Within months of joining HNTB, she took the initiative to ll process and leadership gaps, earning recognition as both a technical lead and a quality manager. As a former planner II at HNTB, Ugwu wore multiple hats across planning and engineering, ensuring project delivery re ected innovation and impact.
She earned certi cations in PMI and internal quality systems, stepping into project quality management roles and leading initiatives to tighten process controls and accountability. In 2024, she earned her doctorate with research on equity in electric vehicle (EV) infrastructure. Her study explored barriers to EV adoption in underserved communities and was instrumental in shaping elements of state national electric vehicle infrastructure planning.
Her work has been recognized across the industry with awards from the American Public Transportation Association, Conference of Minority Transportation O cials and WTS.
She’s a recognized thought leader in equitycentered transit planning. Her book chapter
I want to build a career that’s memorable and meaningful: one that shapes policy, uplifts communities and empowers the next generation of diverse voices in transit.”
in Transport in a Moving World —based on her research on telecommuting and ridership trends during COVID-19—was internationally cited and helped agencies think more deeply about resilience in transit systems. She has spoken on panels, elevating the conversation with data-backed insights and actionable recommendations.
A proud leader within WTS, she serves as a mentor in the WTS-DC mentorship program and recently moderated a 2025 WTS International panel. Her service extends to the Transportation Research Board, where she’s a trusted reviewer and a friend to multiple committees focused on transit and clean energy.
Fast Fact: Ugwu gave the commencement speech for her undergraduate graduation that went viral on social media.
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Philip Asabere, senior program manager, SEPTA, began his career at SEPTA as a project engineer in the engineering department. Within ve years, he advanced to director of civil engineering. During his tenure in engineering, Asabere played a key role in maintaining and improving SEPTA’s aging right-of-way infrastructure.
Asabere now plays a key role in the implementation of SEPTA Key 2.0—a next-generation fare collection system designed to modernize revenue operations and enhance the rider experience. He has also taken on a prominent external-facing role, representing SEPTA in public forums such as the Citizen Advisory Committee, Youth Advisory Committee and various advocacy groups. He serves on the Fare Evasion Working Group, a cross-departmental committee that includes representatives from innovation, police and nance. rough this group, he has supported the installation of fare control gates at high-ridership stations, contributing to a 50 percent reduction in fare evasion.
In his previous role, Asabere implemented a modernized, state-of-the-art right-of-entry process to manage third-party access to SEPTA’s right-of-way. is system replaced a cumbersome, paper-based process and greatly improved coordination and safety. Additionally, he led
Sandy Brennan, vice president and senior project manager, Foursquare ITP, leads transit projects that keep her knowledge and skills sharp while bringing critical information to others in the eld. She has led impactful research that bene ts transit workers and agencies.
A er working at a small, suburban transit agency in Maryland for a few years, she began her time at Foursquare ITP as a transportation planner in 2014 and has progressed to her current role as vice president and senior project manager. She plays a crucial role in shaping the company’s vision and strategy and leads sta development.
Brennan played a lead role in the service planning and implementation of BaltimoreLink, a comprehensive redesign of Baltimore’s transit system.
In 2024, she was the principal investigator for TCRP Research Report 245: Mental Health, Wellness, and Resilience for Transit System Workers. is report became the fourth mostviewed Transit Cooperative Research Program publication that year, and she continues to share the ndings at national conferences.
She also helped lead the development of Foursquare ITP’s Transform tool that allows agencies to plan for eet transitions to electric buses, improving air quality impacts in their
I’m proud to be part of the team that supports public transportation for the wonderful people in our community.”
the development of the framework for SEPTA’s Climate Resiliency Program, laying the foundation for future infrastructure investments that will help safeguard the transit network against climate-related risks.
As a member of the National Society of Black Engineers (NSBE), Asabere actively mentors students and young professionals. He recently served as a speaker at the NSBE Region 2 Conference and as a panelist for the Region 2 Engineering Week Workshop. Asabere also established a high school internship program in partnership with Boys’ Latin High School in Philadelphia to o er senior students a chance to shadow engineers and gain rsthand exposure to careers in STEM.
Fast Fact: In the late 1990s, Asabere was part of a trombone choir that released two albums.
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We can learn from our managers, our peers and our riders. They don’t need to be in the industry or have special expertise.”
community, helping the transit operator and mechanic workforce community, opening dialogue and sharing best practices to make the transit workforce stronger.
Brennan contributes to advancing the transportation industry through her work in developing coursework and teaching at the University of Maryland’s School of Planning, where she has worked collaboratively with professors to develop lessons and exercises on transit planning for students in the Masters of Community Planning Program.
Outside of transportation, Brennan has been an active member of the Citizens of Pigtown, a neighborhood association representing residents and businesses to build community.
Fast Fact: Brennan bakes over 250 cookies and prepares cookie boxes for her friends and family every holiday season.
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Philip Asabere Sr. Program Manager, New Payment Technologies, Southeastern Pennsylvania Transportation Authority (SEPTA)
Sandy Brennan Vice President & Senior Project Manager, Foursquare ITP
Ruby Horta Assistant General Manager, County Connection - Central Costa County
Ruby Horta, assistant general manager, County Connection, started out as an administrative coordinator in Kern County, Calif., within the transit department. While at Kern Transit, she took on many roles that allowed her to acquire a wide variety of skills from addressing customer concerns to planning and implementing service changes and capital projects. is included being part of a team that managed to rebrand the agency, deliver new buses, implement new service, launch a new website and increase revenue sources all within a matter of a few months.
In 2015, she accepted a job at County Connection as the manager of planning. In that role, she was primarily responsible for service development. She led a team that implemented a major service restructure and fare modi cation in 2019. Immediate ridership gains were evident and by February 2020, year-to-date ridership was up 12.9 percent over the prior year.
Horta helped develop a route extension that o ers passengers direct service to a major hub, reducing their travel time and eliminating the need to transfer. During the COVID-19 pandemic, she developed a new service prioritization system overnight to ensure resources were responsive to the changing needs. On
Seek mentorship at every stage of your career.”
the capital side, she prepared the agency’s zero-emissions bus rollout plan to meet the California Air Resources Board’s Innovative Clean Transit rule. She has also been responsible for several grant awards to o er fare-free routes to underserved communities and the purchase of zero-emission vehicles.
She earned her bachelor’s degree in international economics and a master’s degree in urban planning, both at UCLA. Horta is an avid transit rider who engages passengers on the system she is responsible for on a regular basis to ensure the service is responsive to their changing needs. Outside of work, she’s o en running or mountain biking on a nearby trail or playing soccer.
Fast Fact: Whenever Horta visits a new city, she has four must-dos (if available): try transit, run a 5K, attend a sporting event and/ or shop at Costco.
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WAY TO GO Ruby!
County Connection proudly celebrates Ruby Horta, Assistant General Manager! Congratulations on this well-deserved recognition as a Top 40 Under 40!
Shanti Gonzales , senior program manager, transit data, MBTA, has built her career around service: learning new systems, bridging departments and always asking how things could work better for real people. Pivoting from arts and nonpro t leadership, she self-taught basic programming and dove into the transit industry at Transit app, where she fell in love with open data, rider- rst design and human-centered public service.
At Transit app, she began in B2B communications and a er a few years pitched a new position, engagement manager, to re ect her evolving impact. She deepened agency partnerships, produced award-winning data-driven reports and organized a national partner summit. Gonzales took the lead on an American Public Transportation Association AdWheel award-winning equity report that analyzed survey data to uncover which communication channels reached riders across demographic groups.
At MBTA, she started with GTFS data management and quickly took on broader responsibilities. She now leads cross-departmental e orts to ensure service changes are communicated clearly and accurately to the public.
Gonzales stewards digital rider information strategy for her hometown system. She’s led cross-functional technology coordination
Public transit connected me with my livelihood, and my livelihood was serving my community.”
for high-impact projects, including the Track Improvement Program, Bus Network Redesign and South Coast Rail.
Colleagues say that during the Track Improvement Program, she didn’t just keep GTFS accurate; she pitched and championed the e ort to build a homegrown application that has reduced diversion publishing time by 98 percent. She led a pilot bringing real-time tracking to MBTA ferries using repurposed technology and coordinated digital launches of complex service changes to ensure riders can plan trips on day one.
Gonzales regularly speaks at industry events, including the International Mobility Data Summit, where she joined a global panel to share the MBTA’s industry-leading digital infrastructure.
Fast Fact: Gonzales describes her career as a winding journey: barista, rock musician for babies (ages zero to four), actor/director/ playwright.
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Shanti Gonzales Senior Program Manager, Transit Data, Massachusetts Bay Transportation Authority (MBTA)
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Sejal D. Christian Director, Mobile Fare Systems, Dallas Area Rapid Transit (DART)
Sejal D. Christian, director, mobile fare systems, DART, has advanced at the agency from product manager to director of the GoPass app team. She has turned the GoPass app into an arti cial intelligence (AI)-powered platform serving over 500,000 users, adding features like real-time journey tracking, on-demand transit, event ticketing and rider rewards. She has overseen the onboarding of four new transit agencies across the U.S.—in Brazos, Texas, Memphis, Colorado and SouthWest Transit in Minnesota—expanding the reach and relevance of GoPass well beyond North Texas. During Dallas’ winter storms, Christian enabled users to nd warming stations through the app, reinforcing transit’s role as essential infrastructure for public safety, economic resilience and equitable access.
Colleagues say that under Christian’s leadership, the workplace has transformed with improved cross-functional collaboration and a culture that embraces innovation. Her creative approach to problem-solving inspires teams to develop novel solutions while her decisive management style provides clear direction, even during ambiguous situations.
Christian has shared her expertise nationally at major industry events such as EnoMax and American Public Transportation Association
Stephen Kuban Founder and CEO, Kuban Transit Solutions
Stephen Kuban , founder and CEO of Kuban Transit Solutions, began his career a decade ago as an operations manager in microtransit. He started in 2015 at RideCo On Demand Transit, where in six years he grew his leadership qualities as director of solutions consulting, supporting transit agencies across North America, including Los Angeles County Metropolitan Transportation Authority, Metropolitan Transit Authority of Harris County and Calgary Transit.
Kuban is a big proponent of arti cial intelligence (AI) and believes that over the next decade, AI will be used as a cohesive, sustainable, longterm strategy for the public transit industry. Over three years as head of growth at e Routing Company (TRC), he developed into a recognized industry expert while leading growth of TRC’s revenue by more than ve times. While at TRC, he played a part in TCRP G-19, a project that aims to bridge critical gaps in paratransit and on-demand service planning. His One Transit whitepaper, which, according to the TRC, “integrates high-frequency intermodal transit, including paratransit, microtransit and xed routes into a seamless, equitable system powered by advanced technology,” was introduced in 2024 and was downloaded 52 times and drew 154 registrants on a webinar in the same year.
Growing up in India, I saw fi rsthand how public transit was more than just infrastructure. It was survival, connection and community.”
conferences. Beyond her role at DART, she actively represents women in technology through speaking engagements across the Dallas-Fort Worth metroplex, focusing on AI applications in transit.
As an advocate for women in technology, she provides representation in a traditionally male-dominated eld while sharing practical insights on implementing AI solutions in public transportation. Her industry contribution extends beyond transit-speci c forums to address broader technological and social questions.
She recently completed a disruptive innovation course at Harvard, and she recently volunteered with DART at the North Texas Food Bank.
Fast Fact: Christian helped lead mobility technology projects that serve over 500,000 riders.
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True freedom of movement for people with disabilities means leveraging the scale of fi xed route and integrating services into a seamless network.”
Kuban says One Transit is a model that solves the two most urgent paratransit challenges: scaling cost-e ectively as populations age and delivering true freedom to people with disabilities. Recently, he authored and submitted a compelling whitepaper to the American Public Transportation Association Access Committee, exploring the rst principles of transportation to create a roadmap for public and private entities alike on how to future-proof how transit is delivered. He is a member of the Transportation Research Board’s AP055 Committee (Rural, Intercity Bus and Specialized Transportation). Kuban founded Kuban Transit Solutions in July 2025 to drive a strategic shi toward same-day intermodal paratransit across North America.
Fast Fact: In his spare time, Kuban is an indie folk singer-songwriter.
MassTransitmag.com/55300096
DALLAS AREA RAPID TRANSIT CONGRATULATES
Sejal Christian Director of Mobile Fare Systems
DART
Congratulations, Sejal!
Timothy Menard CEO & Founder, LYT
Timothy Menard, founder and CEO, LYT, has dedicated his career to eliminating friction in urban mobility, creating safer, faster and more reliable commutes. He founded LYT to deliver scalable, secure, cloud-based tra c management solutions that work with existing infrastructure, saving cities millions in hardware upgrades. His transit signal priority (TSP) solution reduces congestion, maintenance costs and emissions while making public transit more dependable. His arti cial intelligence (AI)-driven emergency vehicle preemption (EVP) system saves lives by reducing response times.
Under his leadership, LYT has deployed its technology across major metros, saving the cities of San Jose, Calif., and Portland, Ore., more than 18,000 hours of bus idling time. As LYT has expanded, Menard’s role has evolved from founder to hands-on leader, overseeing operations, stakeholder engagement and strategic growth.
Menard has created a platform that uses AI, machine learning and real-time data to optimize tra c signals, making it easier for buses to stay on time and emergency vehicles to arrive faster, all without replacing existing infrastructure.
He actively participates in national and regional industry organizations such as the Institute of Transportation Engineers and the
Vince
Sciullo Project Manager, Public Affairs, South Florida Regional Transportation Authority (SFRTA)
Vince Sciullo, project manager, public a airs, SFRTA, has enhanced Tri-Rail’s visibility, increased customer engagement and contributed to its overall success since 2014.
Sciullo joined SFRTA in 2014 as a corporate and community relations liaison, where he played a role in strengthening SFRTA’s engagement with businesses, organizations and communities served. As the outreach team evolved, his role expanded, leading and developing strategic partnerships and supporting agency initiatives. He was promoted to project manager of public a airs to lead marketing projects, manage stakeholder communications and enhance the agency’s visibility through public engagement initiatives.
He also collaborates with internal teams to ensure that outreach e orts e ectively support SFRTA’s strategic goals. He has been a key team member in the promotion of the new service into downtown Miami, in the implementation of rstlast mile services at Tri-Rail stations and in the coordination e orts to update, test and launch a new mobile application, among other projects.
Sciullo is responsible for planning, coordinating and executing a variety of marketing campaigns that promote Tri-Rail’s services and initiatives. His strategic approach has signi -
True change occurs when stakeholders align on goals and collaborate to create safer, smarter and more responsive roadways.”
International Municipal Signal Association, where he shares insights and collaborates on standards for tra c management and transit innovation. As an advocate for smart cities and sustainable mobility, he frequently engages with transportation o cials, public safety leaders and policymakers to drive technology adoption that supports the public good. He has been invited to keynote at transportation conferences and innovation forums, contributing thought leadership on how AI and cloud technologies can revolutionize tra c and transit management, especially in budget-constrained municipalities.
Menard also takes a collaborative approach to partnerships, working with cities, counties and states to design and implement TSP and EVP systems that reduce congestion, improve response times and make transit more reliable.
Fast Fact: Menard loves trains. MassTransitmag.com/55300077
You need to meet your riders where they are, so you can see and feel what they experience every day.”
cantly increased Tri-Rail awareness and ridership, directly contributing to the growth and success of the organization.
He also regularly attends public meetings and forums and supports customers who are new to the system, providing them with the information and assistance they need to navigate the transit network smoothly. Sciullo also helps design, execute and analyze rider surveys, using public feedback to inform the agency’s marketing and operational strategies.
Sciullo is actively involved in local transit advocacy organizations, including the Transit Alliance in Miami-Dade and Better Streets Broward, as well as transportation demand management organizations like WPB Go in the city of West Palm Beach, Fla.
Fast Fact: Sciullo has been an electric guitar player for over 20 years.
MassTransitmag.com/55300357
Wheel-Rail Profile Optimization through Vehicle Modeling on Vancouver’s SkyTrain
British Columbia Rapid Transit Company worked with the National Research Council of Canada to establish parameters for wheel/rail interaction simulation on its steerable bogies.
BY JEFF TUZIK, CONTRIBUTOR
Vancouver’s SkyTrain has a well-documented history of wheel and rail optimization projects. It has also historically struggled with issues like rail corrugation and its attendant problems of excess noise and vibration, higher incidence of rail defects and high wheel and rail wear rates. When it originally opened in 1986, the transit system only had the Expo Line. It has since grown to comprise new lines
and multiple extensions that include the Expo Line, the Millennium Line and the Canada Line for a total of 49.5 miles of track.
British Columbia Rapid Transit Company (BCRTC), which operates the Expo and Millennium lines on behalf of TransLink, is currently amid a multi-year, system-wide wheel/rail pro le optimization program; a program made more complex because the eet, which includes three generations of cars (the Mk I, Mk II and Mk III), uses steerable bogies. e oldest generation vehicle in the eet, the Mk I, is equipped with a complex bogie (see gure 1, top). In this
Figure 1: Mk I bogie
Figure 2: Mk II, III steerable bogie design
design, steering force input is transmitted through the bolster steering link (labeled F). Figure 1 (bottom) shows a diagram of the Mk I bogie navigating a curve, giving a better sense of its dynamic movement and how the various linkages interact, Lei Chen, principal engineer for rolling stock at BCRTC, told delegates at the 2024 Wheel/Rail Interaction Rail Transit Conference.
The Mk II and Mk III fleets share a steerable bogie design that is very different from the Mk I (see figure 2). The linkage and articulation are noticeably less complex. It also differs from the Mk I in the opposite-corner layout of its steering force inputs.
“Steerable bogies navigate curves very well, and they prevent substantial rail gage-wear [in curves], but they have downsides, too,” said Teodor Pirvoaica, lead mechanical engineer, SkyTrain.
For example, tight curves without adequate spirals on entry/exit pose a problem because, in such cases, there are periods in which one bogie on a car is navigating the curve while the other is still in tangent track. This causes the tangent bogie to take an angle of attack as if it were curving.
“We often see high gage wear in the tangent track preceding and after the curve in these locations,” Pirvoaica said.
Steerable bogies also alter the way wheel and rail profiles interact—relative to standard bogies—and can make profile optimization a significantly more complex undertaking.
Wheel and rail profiles
Prior to BCRTC’s wheel/rail optimization project, the Expo and Millenium lines used universal rail profiles, i.e., the same profile was used in tangent track and curves. Pirvoaica notes that while this is serviceable, it is not optimal.
A combination of high wheel-wear and defect rates and accelerating rail wear throughout the system prompted BCRTC to initiate a wheel/rail interaction (WRI) study in 2017. Pirvoaica notes the study indicated that the current wheel and rail profiles were not compatible with Mk I, II or III bogies.
Rail profile measurements taken in
tangent track (see Figure 3) show the measured profile (red) versus the design profile (blue). Pirvoaica explains the high rate of wear that occurs at 13 - 35 degrees to gage (marked in green) is indicative of tangent wear throughout the system.
Severe and rapidly developing rail corrugation is another issue that continued to vex BCRTC after the 2017 WRI study. If there is rail that BCRTC is unable to grind quickly enough, corrugation can advance to the point of significant spalling (see figure 4), often requiring the affected area be cut out to insert plug rail. At the time of the study, Pirvoaica says BCRTC was re-truing wheels at only approximately 80,000 km (49,709 miles) due to high wear rates and the high incidence of hollow-worn wheels.
In 2020, BCRTC developed a program to address its interrelated wheel and rail wear and defect issues. The agency has since worked with the Na-
tional Research Council of Canada (NRC) to develop compatible wheel and rail profiles that complement the dynamic behavior of the fleet’s steerable bogies.
Modeling wheel/rail interaction
In 2020, the NRC developed preliminary optimized wheel and rail profiles with the intention of further validating them through additional simulation. Since then, the council has added dynamic modeling of multiple wheel and rail combinations to its analysis.
“The design process was initially done using quasi-static analysis to validate profiles,” said NRC Project Engineer Alexandre Woelfle. “We’ve since moved on to dynamic modeling for more thorough and accurate simulation.”
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4: Rail spalling from severe corrugation.
Figure 3: Profile measurement from rail in tangent track after one year of corrective rail grinding. The measured profile (red) and design/ target profile (blue).
Figure
The NRC initially developed models for each of the three vehicle types. The Mk I was used sparingly since documentation for them was scant, and they are being phased out of service. The better-documented Mk II and III, which showed very similar performance characteristics in preliminary simulations, provided a better representation of operations on the system. The NRC focused its efforts on the Mk II. The simulation model consisted of six major rigid bodies: the car body, bogie frame, outboard and inboard yokes, bolster and wheelsets.
The NRC also created track models for tangents, mild curves and sharp curves for the Expo and Millennium lines and the Evergreen extension. The track and vehicle models were used in three simulation approaches, each with a different methodology and goal:
• Evaluating the wheel/rail profile performance in tangents and curves (for multiple combinations of profiles).
• Sensitivity analysis to determine which input parameter has the greatest impact on wheel/rail performance.
• Quasi-static analysis to investigate wheel/rail contact and conicity.
Parameters used to evaluate wheel/rail profile performance in tangent track include vehicle model, track model, rail profiles, wheel profiles, loading condition, speed and friction. Performance was evaluated by three metrics found in
the FRA standard CFR 213.333: truck lateral acceleration root mean square (RMS), car body lateral acceleration RMS and car body lateral accelerations peak-to-peak.
The parameters used to evaluate wheel/rail profile performance in curves follow the same philosophy as the tangent evaluation, but performance evaluation is based on different metrics (also found in CFR 213.333): wheel unloading, the wheel lateral-to-vertical force ratio (L/V) and truckside L/V.
The sensitivity analysis used the same parameters as the previous analyses but further includes:
• Hourglass spring stiffness (new, 20 percent reduction and 50 percent reduction)
• Top-of-rail coefficient of friction (0.2 to 0.5 in increments of 0.05)
Results
Based on the dynamic modeling, the NRC made some changes to its preliminary profile designs. While the preliminary curve rail profiles met or exceeded all of the performance metrics measured in the dynamic simulations, Woelfle says the NRC determined that the preliminary tangent rail profiles could have induced some lateral vehicle instability.
“The 2024 profile requires a little more metal removal than the 2020 design, but the performance benefits outweigh that factor,” Woelfle said, adding that once the 2020 tangent rail profile was redesigned, the wheel profile design performed well in simulations.
Sensitivity analysis determined that the parameters that most affect vehicle stability (in descending order of impact) are:
• Wheel profile
• Rail profile
• Vehicle speed
• Vehicle weight
• Lateral damping
• Coefficient of friction at the top of rail
• Vertical suspension stiffness
“The parameters in this analysis put a lot of importance on lateral accelerations,” Woelfle said. “If you’re looking at a different metric, the order is likely to change.”
This type of analysis is particularly useful to understand if changes in the system are caused by the implementation of new profiles.
What’s next?
BCRCT and NRC are establishing test sites where the new rail profiles can be implemented and monitored over the next three to four years. Wear rates, corrugation development and profile evolution are of particular interest.
“We’re also interested in seeing if any of these changes affect the mismatched angle of attack on the bogies of cars that are partially in a curve and partially on tangent track,” Woelfle said.
Implementation of a new wheel profile will take place concurrently. Wheel profiles will be measured at least twice per year to determine the wear rate and profile shape.
It’s a process, but the results have enabled BCRCT to confidently move forward to improve wheel/rail interaction on the system.
the author Jeff Tuzik is managing editor of Interface Journal. His work appears through an agreement with Wheel/Rail Seminars , of which Mass Transit is the presenting sponsor.
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Dallas Area Rapid Transit Reimagines Recruitment and Retention
By Rosa Medina-Cristobal Senior vice president and chief human resources officer, Dallas Area Rapid Transit
AS THE chief human resources officer at Dallas Area Rapid Transit (DART), it is my responsibility to ensure we attract and retain top talent at our agency. The last few years have taught us many hard lessons about recruitment and retention, but like most agencies across the country, we adapted and have now reimagined how we recruit and retain our talent. In my role, I’ve helped DART implement several best practices and have identified a few key elements for successful recruitment and retention.
DART refined its outreach efforts and created in-house training programs to enhance recruitment and decrease attrition.
Back to the basics with in-person recruitment
On the recruitment side, one of the most significant enhancements to our process was getting back to good, old-fashioned outreach. We designated a staff person to return to the community and reestablish connections with trade schools, community colleges and any other local agency interested in learning about careers at DART. Those partnerships were lost over the years, and our agency relied heavily on social media and internet job advertising. While this method might work well with some job postings, it does not work well with others, such as front-line positions. Reestablishing those community connections was critical in filling essential front-line positions such as bus and rail operators. We combined our outreach with same day hiring events, which led to 100 percent operator staffing at a time when our agency implemented a new bus redesign plan.
Decreasing attrition by increasing workforce development
On the retention side, workforce development,
specifically training our People Leaders, has cut our total overall attrition rate in half since 2021— from 22 percent in fiscal year (FY) 2021 to 11 percent so far in FY25. In 2020, DART offered its employees a voluntary retirement incentive plan and saw over 10 percent of its employees exit the agency simultaneously. We were unprepared for the subject matter knowledge that walked out the door.
As other employees were promoted to those vacancies left behind, we quickly noticed that we had not adequately trained them for the positions they assumed. Attrition rates reached record highs. Front-line employees were leaving in significant numbers over minor disagreements with their front-line supervisors.
To address the skill gaps, we developed a People Leader Training Program. The training focused not only on the required agency policies and procedures but also the soft skills supervisors need in their roles. It quickly became human resources’ most popular development course. As attrition began to slow down, requests for additional People Leader courses started coming in.
Currently in our human resources department, our talent and organization development teams are continually at work, reimagining other areas of the recruitment and retention process. With these lessons learned, we are excited about our DART HR future.
Building a Resilient Transit Workforce: Strategies for Retention and Engagement
By Kristi Urich Product director for workforce management, Trapeze Group North America
PUBLIC TRANSIT is the circulatory system of our cities. Its vitality depends on a workforce that is not only operationally capable but also deeply committed. Yet, agencies are facing an undeniable challenge: retaining skilled and engaged transit workers. From operators and dispatchers to maintenance staff and schedulers, workforce turnover is taxing resources and threatening service reliability. Now is the time to rethink retention as a strategic imperative integrated throughout transit operations.
Rethinking the roots of retention
Keeping transit workers isn’t just a staffing metric; it reflects organizational health. Losing experienced employees often means losing institutional knowledge, community trust and service continuity. Challenges like burnout and absenteeism frequently point to deeper issues with policies, communication or work-life alignment.
Strategic retention starts by identifying these drivers and addressing them through systemic change.
Fairness and flexibility as strategic tools
Retention improves when employees trust that policies are fair and responsive. This includes how shifts are assigned, how time off is approved and how flexible the organization is in supporting its teams. Structured mentorship programs also embed fairness into agency workforce strategies, offering workforces the guidance and community they need for success. This approach helped boost new operator retention from 80 to 95 percent for one agency, reinforcing the value of investing in peer support.
Smarter scheduling practices
Operators frequently cite schedule bidding as one of the most stressful parts of the job. Antiquated processes can create confusion and resentment, especially when transparency is lacking.
Agencies can improve bidding outcomes by:
• Implementing clear, consistent rules.
• Offering early visibility into available shifts.
• Using digital tools to reduce human error and wait times.
When the schedule feels fair and predictable, operators can focus on delivering service instead of managing fatigue or stress.
Creating real connection through communication
Effective communication in transit doesn’t end with a bulletin board or dispatch announcement. Employees want to feel part of something bigger and that requires honest, two-way engagement. When team members understand how their roles fit into broader goals and when they’re invited to share ideas or concerns, trust takes root.
Strong communication is a retention driver. It helps workers feel recognized, respected and invested.
Breaking the absenteeism cycle with data
Absentee patterns often reveal underlying challenges. By analyzing data on timing, routes and other variables, agencies can spot trends and act before disruptions grow.
At one West Coast agency, shifting from manual records to real-time data gave leadership better insight into attendance and scheduling. With those insights, they adjusted shift structures, supported union negotiations with clear metrics and cut daily scheduling time by over 50 percent—all contributing to a more stable workforce.
Absenteeism, once a persistent pain point, became a source of actionable intelligence.
Prioritizing work-life harmony
Transit jobs come with intensity and irregular hours. Still, that doesn’t mean work has to eclipse life. Agencies that support their people with realistic rest periods, easy-to-navigate time-off requests and access to mental health resources are creating conditions where employees can thrive.
Beyond job satisfaction, this is about enabling staff to bring their full selves to work.
The road ahead
While often treated as a standalone initiative, retention is deeply rooted in strong leadership, a healthy organizational culture and operational vision. Agencies that treat it as a continuous priority rather than a reactive fix are positioning themselves for long-term strength.
As rider expectations evolve, successful agencies will be those that invest in the people powering every route, shift and service.
Employees want to feel part of something bigger and that requires honest, two-way engagement.
Kristi Urich, Trapeze Group North America
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