August 5, 2025 • 25 mins
MV Transportation just hit a milestone few transit firms reach—its 50th anniversary.
To mark the occasion, host Paul Comfort interviews Harry Wilson, the firm’s Executive Chairman, about:
- A 50‑Year Origin Story —How Alex and Feysan Lodde's single van in San Francisco grew into the largest American‑owned transit contractor in North America.
- “The New MV” Culture —Why Wilson and COO Kevin Klika rebuilt training from scratch (six‑week GM bootcamp), added performance incentives, and created hundreds of employee‑shareholders.
- Contracting in 2025 —Cost pressure, fiscal cliffs, ZEV (Zero Emission Vehicles) transitions, AI pilots: why Wilson believes outsourcing will expand as agencies chase flexibility and innovation.
- AI on the Front Line —Predictive tools that have cut operator turnover nearly in half and the 30+ workstreams MV is piloting right now.
- Boardroom to Depot —Former FTA Administrator Nuria Fernandez joins MV’s board; founder Feysan Lodde inducted into the APTA Hall of Fame.
- Looking Ahead —Why Wilson thinks the next 5–10 years will bring more change than the last 50—and how MV plans to help agencies navigate it.
- Resources & Links
- MV Transportation 50‑Year Timeline https://www.mvtransit.com/about-us/mv-story
- Transit Unplugged interview with Nuria Fernandez https://transitunplugged.com/transit-unplugged-podcast/nuria-fernandez-santa-clara-valley-transportation-authority/
- Subscribe to the newsletter at TransitUnplugged.com
Podcast Credits
Transit Unplugged is brought to you by Modaxo
- Creator, Host, + Producer: Paul Comfort
- Executive Producer: Julie Gates
- Producer + Newsletter Editor: Chris O’Keeffe
- Associate Producer: Cyndi Raskin
- Podcast Intern: Desmond Gates
Special thanks to:
Brand Design — Tina Olagundoye
Social Media — Tatyana Mechkarova
Disclaimer
The views and opinions expressed in this program are those of the guests and do not necessarily reflect the views or positions of Modaxo Inc., its affiliates or subsidiaries, or any entities they represent. This production belongs to Modaxo and may contain information subject to trademark, copyright, or other intellectual property rights and restrictions. This production provides general information and should not be relied on as legal advice or opinion. Modaxo specifically disclaims all warranties, express or implied, and will not be liable for any losses, claims, or damages arising from the use of this presentation, from any material contained in it, or from any action or decision taken in response to it.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:01):
MV Transportation is the largest Americanowned public transportation contractor
in North America, and today we talkedto its CEO and Chairman Harry Wilson.
He's not been much in the media, he'staken kind of a behind the scenes role.
We were able to bring him out fortheir 50th anniversary, which is today!
50th anniversary of MVTransportation today.
Some of you may know I worked forthem, a whole lifetime ago, some.
(00:25):
Yeah, so we talked to him about whatMV Transportation has been doing
over the last three years under hisleadership, where they're going in the
future, and some about the industryand the role of public transportation
contractors in our current industry,where it's headed, the investment in AI.
Congratulation to one of theirfounders who was just honored with
the APTA Hall of Fame Award, addingin someone who's universally respected
(00:47):
onto the MV board of directors.
All that and more on thisepisode of Transit Unplugged.
A special joining up with MVfor a celebratory moment on
their 50th anniversary today.
Enjoy.
Harry, great to have youwith us today on the podcast.
Thank you for joining us onthis very special occasion.
(01:09):
MV Transportation's 50th anniversary.
Well, thank you Paul.
It's awesome to be with you.
I really appreciate the time andopportunity to speak with you and to
celebrate our anniversary together.
You know, it was 50 years ago onAugust 5th, 1975 that a young couple,
Alex and Feyson Lodde, started withone vehicle in San Francisco and
that grew through their hard workand the hard work and contributions
of tens of thousands of people over50 years into what MV is today.
(01:32):
And we couldn't be prouder ofthat legacy in history, and
we're happy to celebrate it.
Absolutely, and as you and I talkedabout beforehand in the Green Room, I
am, honored to be a little part of thathistory as I worked for you all for
five years, helping with Leland Petersonto lead the company's largest single
contract at the time at, WashingtonMetropolitan Area Transportation
Authority maybe 12, 15 years ago, we wererunning the paratransit system there.
(01:54):
MV has a storied history, as youmentioned, starting off, kind
of like, goodwill on behalf ofa husband and wife who wanted to
do something for their community.
Amazing.
And look where it's at now.
it's great.
And that's, as I like to tell people,our DNA started with that, that
mission of service to their neighbors.
Long before the ADA made it arequirement, they were out there
helping their neighbors to getmobility and freedom in their lives
(02:17):
and improve the quality of life.
And it's really a beautiful thing.
I just wonder if you would mindsharing some about your background,
because what I've been told is prettyspectacular, and I can see why Alex and
Feyson chose you to head the company.
That's what you said, I hate todisappoint you with the reality of it.
But look, I've been blessed in a,in a lot of ways, you know, on a
personal level, I grew up a workingclass kid in a Greek American
(02:39):
immigrant family in upstate New York.
Despite the last name Wilson, my mom,came to America 11 months before I was
born, and my dad was born here to twoGreek immigrants and his dad changed
the name to Wilson at Ellis Island.
My dad was a bartender at myuncle's restaurant, my mom was a
sewing machine operator in town.
And, was just, very blessed to be thefirst of my family to go to college.
Went to Harvard, Harvard Business Schooland then developed my business career
(03:01):
really, working to transform companies.
And I did my first companytransformation when I was 22 years old.
Working with mentors who were justfantastic teachers and leaders, and
built a career over 32 years since thattime of, leading the transformation of
companies that had run into challenges.
that career has spanned everythingfrom working on behalf of big
investment firms like Blackstone,where I worked for a number of years.
(03:24):
To an entrepreneurial venturewhere started my own firm called
MAEVA Group, which is an acronymfor my wife and four daughters.
And then, probably most notably, Iled the transformation of General
Motors on behalf of the U.S. TreasuryDepartment during the financial crisis.
But, if you look at that span ofexperience over thirty two years, I've
been, you know, again, blessed to havesome great mentors to learn some great
leadership talents and techniques, butreally kind of refine my own playbook
(03:47):
of how to come into a company that maybe underperforming or facing its own
challenges and help that company transformitself to be a best in class operator.
And so when Alex reached out to methree years ago, in July of 2022, the
company was having some challenges.
Had made some stumbles andmistakes under previous leadership.
And of course it was dealing witha fallout from the pandemic, which
(04:08):
was challenging for the industryas you know, all too well, right?
And so that combinationwas really painful.
Alex reached out to me.
I did my due diligence.
One of the most important things I'vealways focused on is, do I have the
skillset, the right fit to actuallyhelp change the company needs.
And is it something I wanna investhuge amounts of my life into?
Because I only do typicallyone of these at a time.
(04:29):
And so I really got enamored withthe Alex and Feyson story, their
commitment, the contributions they'vemade, the role the company plays in
the lives of hundreds of thousands ofpeople across the country, day to day.
And, that's what led me to join, withmy partner in crime, Kevin Klicka.
Kevin, as you know, was our longtimechief operating officer, very successful
and had retired several years ago,and then came back on the same day,
(04:50):
August 9th, 2022, almost exactlythree years ago, right before our 47th
anniversary, that'd be, to really drivethe transformation of MV through its
initial challenges, which we solved inabout six to nine months, and then really
the growth we've had since that time.
For those who maybe aren't familiarwith how contracting works or what a
contractor does in America, in othercountries, they have different models.
(05:14):
You know, our podcast isheard in a hundred countries.
You all work primarily in America.
Tell us about how it works in America,just generally, if you wouldn't mind.
Absolutely.
So yeah, we're in America and Canada.
The company in the past has hadsome international operations, but
today we're America and Canada.
And we partner with a, either atransit agency or, a university or
a corporation for their campus or,corporate shuttle businesses, a
(05:36):
school system to basically outsourcetheir transportation needs to us.
When you think about, that element,they'll outsource, could be all
of it, could be portions of it.
We basically tailor ourservices to meet their needs.
We certainly prefer to do all of it'cause we think we can do a better job
collectively on behalf of our clients,but we'll do whatever their needs dictate.
And in exchange for that, we can delivermore efficient service, more productive
(06:00):
service, more cost effective service,and generally, a much better service,
that meets the needs and allows them tothen take their dollars and spread them
more effectively to serve more people.
So it's a really a win-win,proposition where our customers and
passengers do better as a result,and that allows them to spend their
dollars more efficiently, elsewhere.
That's interesting.
And how do you do that?
How does Harry Wilson and KevinKlicka and your whole team come in?
(06:23):
Like, I used to be the CEO of atransit agency, and I believe what
you said just now, because I sawit happen with my own two eyes.
I saw that we were just doing paratransitand we outsourced some rail work and
some bus work, but I saw the improvementthat companies like yours and Transdev
and at the time First Transit, did toimprove the KPIs, the outcomes of our
(06:43):
paratransit system, creating actuallyone of the best in America when it
comes to on-time performance and safety.
When I let you all do your job,I didn't micromanage by inputs.
We just said, here's the outcomes we want.
So as CEO of one of the largestcompanies in the world that provides
public transportation services, whatdo you bring to the table to a transit
(07:04):
agency that helps them improve serviceand do it sometimes with less cost?
Yeah, absolutely.
Let me talk a little bit about ouroverall approach and then talk about
how that can be a benefit to agencies.
So our entire approach is focusedon the development of our people
to provide outstanding service.
When you think aboutwhy are we in business?
We're here to serve ourpassengers and our clients.
(07:26):
Our passengers want to be deliveredsafely, to arrive on time, and have
an outstanding customer experience.
Our clients, our agency partners wantthe exact same thing for the passengers.
In some cases, they also wantother problems solved, whether it's
scheduling, software issues, otherthings that we help them with ZEB
transition, microtransit, et cetera.
So everything we have done at MV isfocused on maximizing investment in being
(07:52):
best in class at each element of that.
So what does that mean?
It means creating an operatingsystem and a culture.
We have the right people, inthe right seats, with the right
culture, and the right incentivesto drive outstanding performance.
So, as an example, we have reallyreinvented every element of our
training architecture at MV.
Our general managers go througha six week training program.
(08:15):
Not six days, not six hours, six weeks.
And that was not by accident.
We purpose built it from the groundup and said, what are all the skills a
GM needs to succeed and what is one ofthe toughest jobs in American business?
Then they
tailored training around every elementof that, to help our GM succeed.
So we do that with not just our generalmanagers, we do it with our divisional
managers, we do it with our regionalteams, our safety professionals,
(08:37):
our maintenance professionals.
We have purpose built every element of ourtraining based on 50 years of experience
and hundreds of contracts across thecountry to be, you know, kind the best
in class based on those learnings.
And then we take a feedback loop whereevery time we see an issue that could
be better, we focus on implementingchanges to address that to be better.
So there's a huge focuson training of our people.
(08:57):
We've also hired some of thebest people in the business.
We've added in the time that I've beenCEO over 150 people who are manager
level on up from our competitors.
We've lost almost none during thatperiod of time, like a handful.
And it's really an intention to kindof really invest in our people because
we believe deeply that if we havethe best people in the industry with
the right incentives and the rightculture, they'll succeed every time.
(09:18):
That culture is an essential partof it, which I think is really hard
to create inside a public agency.
First we start with aservant leader mentality.
Focus on our passengers and our clientsas of course our agency partners do.
We also focus on helping ourpeople succeed and provide career
paths, incentives, mentorship ina way that allows them to really
develop and grow as professionals.
I believe having run lots of companies,overseeing lots of companies that
(09:41):
have a customer service focus.
You can't be great at customer serviceunless you're happy day to day.
You can't be.
How can you be unhappy in yourday-to-day job and treat someone as
well as they deserve to be treated?
It's not possible.
And so we really focus on employeedevelopment and fulfillment so that
our people show up to work, excitedto do what they want to do, purpose
focused and getting the training theyneed to be successful, in their work.
(10:04):
And there are a bunch of otherelements to that is, you know,
it's driving a culture of teamwork,driving a results orientation.
One of the things that MV had stumbledon in the past, candidly, was not being
universally committed to excellence.
We had a lot of very wellperforming divisions.
We had some that weren't as wellperforming and that is not tolerable.
We have created a culture ofaccountability and results
orientation so that all of ourdivisions are well performing.
(10:28):
And the reason for that is, if weare doing great in San Antonio,
but not great in Petaluma, ourPetaluma client doesn't care.
Our Petaluma passengers don't carethat we're doing great in San Antonio.
They want us to do greatin Petaluma as they should.
And so that focus on universalexcellence, has been a kind of a
hallmark of the cultural changewe've been driving at MV that I think
is essential to long term success.
(10:50):
The last two things I'd add on this,because it's just so essential to
what we're doing, and what's led toour real rejuvenation renaissance
is a focus on continual improvement.
We're gonna be bettertomorrow than we are today.
We're constantly trying to learn, needto stay humble about what our limitations
are and where we can be better.
And invest in those and address those.
And then the other is rewardpeople for their success.
(11:11):
So I'm very proud of the factthat when I started, there are
only about a few dozen people thatearned incentives in our first year.
Last year, there were several hundredpeople that earned substantial incentives,
all based on their performance, notbecause we're handing out monies, 'cause
they earned it through their great work.
That benefits our clients,benefits our people.
It allows us to attract better people.
And then a related piece of that, Paulis we always say that, you have to treat
(11:34):
the business like you're the owner.
If this was your company, your divisionis your business, what would you do?
And of course you wanna succeed.
Your family's livelihooddepends on you succeeding.
You make do whatever's necessaryto be successful at it.
And that mentality of thinking like anowner is a powerful thing that I think is
not possible within an agency structure.
We preach it constantly, but not onlydo we preach it, we actually do it.
(11:55):
So we created several hundred shareholdersat MV in the time that I've been here
that were not shareholders before,to drive that ownership mentality
across the organization, across allof our leaders to drive those results.
That's amazing.
So that's what you call the new MV?
Yeah.
And I think it's that culture, thatcommitment to excellence, universal
excellence, continual improvement andall the things that then translates into
(12:17):
better and better results for our clients.
That's wonderful.
One of the other interestingdevelopments in your company I've
seen recently and the new MV isNuria Fernandez joined your board.
How'd that come about?
The former FTA Administratoris universally respected.
Yes.
Nuria is fantastic and we'rehonored to have her on our board.
Some of my teammates have knownNuria for many years given she's a
titan of the industry and obviously,one of the most talented, most
(12:39):
well-respected people in the industry.
I only got to know her over the last yearand she had raised her hand after leaving
the FTA and mentioned that she admired MV,she'd seen MV do some really great work in
the past and was interested in potentiallyhelping and joining as a board member.
And, as we spent time together and shereally understood both the history and the
heritage and the legacy and the culture.
(12:59):
That there since day one through Alexand Feyson's leadership, and then
the work we've been doing to reallyfocus on driving outstanding results.
Kevin and I have been in place.
She really got excited about it andwe were very excited to have her.
So she's been a great pleasureto collaborate with and a great
pleasure to have on the board.
Well, congratulations on that.
Hey, let's switch gears just alittle bit, if you don't mind.
(13:20):
There's a lot of uncertaintyin the policies, uncertainty
in the industry today.
There's funding questions, thefiscal cliff that some agencies
are facing, the federal support forzero emission buses, among others.
How do you as a companynavigate these challenges?
Well, there's no question there's alot of challenges facing the industry.
Given my background of workingthrough challenging situations,
(13:41):
I always like to think that thechallenges create opportunities.
And so, I'm actually excited aboutthe challenges because it gives us
a chance to show our clients evenmore what we can do to help them.
And as they deal with some littleunprecedented level challenges
between the funding issues, theneed for investment growing, and
that's true for the ZEB transition.
It's true for microtransit, it's truefor investments in AI that they're gonna
(14:04):
need to make to be successful long-term.
As the funding pressure growsand the funding needs grow, that
creates even more challenges.
And so our focus is really like, first wegotta be excellent in everything we do.
That's what our clients expect of us.
If we can't they won'twanna provide us business.
We wanna manage our costs as lowas possible while not compromising
on that service quality.
(14:25):
We need to stay nimble 'cause thingscould change on a moment's notice.
You know an election or anything.
Any one of those things couldfundamentally change the outlook
over the next 6, 12, or 24 months.
And really focus on deliveringthat quality while staying nimble.
As an example of that is we havevery strong ZEB capabilities.
We manage the largest ZEB onlyfleet in the country in West
Lancaster, for Antelope Valley.
(14:47):
We've got hundreds and hundreds ofZEB vehicles across the country.
So it's been a core focus of ours.
But obviously given what's goingon from a policy standpoint, there
are changes going on in that space.
Our job is not to, wedon't control policy.
All we can do is helpour clients navigate it.
And so we've really beenagnostic around how that evolves.
But being able to give our clientsthe best advice and help and support
(15:09):
as they navigate those challenges.
What about with AI, Harry?
What's going on with AI and is yourcompany doing anything with that
artificial intelligence in transit?
Yes.
So, I think we all need to recognize thatthis will probably be the most significant
transformation in any of our lifetimes.
Bigger than the internet,bigger than mobile phones.
(15:29):
Wow, that's saying a lot.
Yeah.
And I don't say the hyperbolicallylike I've thought, you know, spent
a lot of time thinking about thisand I was, more skeptical early on.
And I've just try to educate myself, tryto be humble about what I don't know.
And I've seen so many people whowere super deep in the space of
the best VCs in the industry whoreally embrace what I just said.
And that's why I, you know, kindaeducate myself enough to know that.
(15:51):
But the reason I say it is 'cause when youthink about that ability to re-engineer
so many things we take for granted inour day-to-day lives, and then apply that
across a continually learning platform,which is what AI is, that creates really
unusual opportunities, and also unusualrisks if you don't navigate it well.
(16:14):
And so, we're blessed at MV to have anoutstanding technology team led by Cris
Kibbee, our CIO, Stephanie Doughty,and a really great team, that have been
working on this for the last couple years.
We've done a number of AIplatforms already, which
we've rolled out company wide.
We focus first on our people, becausethat's obviously the most important
thing and everything from frontline,retention, screening, engagement,
(16:37):
to really drive those results.
I'll give you an example.
Our turnover, was I think in linewith the industry, a couple years
ago, 50, 60% for driver turnover.
It's now in the thirties.
Which is just unbelievable.
And improving still.
And the reason I cite that is, well,that has so many beneficial effects.
We have more experienced operators.
They're safer, they have, they'remore, tenured, they have better
(16:58):
customer service capabilities.
And so that's just one example, butthere's a number of things we've done
like that, that have benefited ourresults, and benefited our clients.
And so now that we've had thatinitial success, we've really taken
a step back and said, okay, let'slook at every aspect of our business.
How can we apply AI where itmakes sense, across that, each
(17:19):
element to drive better results?
Of course, we have to prioritize.
We can't do, we have likeliterally over 30 work streams
that we're working on right now.
We can't do all those at once.
We have to prioritize and, sequence them.
You know, to be successful at it,we need a great IT team, which we
have to think through those issues,but then we need a culture of
collaboration and teamwork because youcan't just hook something up in the
laboratory and expect it to succeed.
(17:42):
You have to develop it in partnershipwith our operating talent, our agency
partners, our frontline employees,colleagues and teammates, and test
it, pilot it, learn from it, andthen improve upon and roll it out.
And so that culture of collaboration,experimentation, some we've
been building over the last
three years that I've been inplace that now is actually primed
to really, take advantage of thework we're doing on these AI pilots
(18:04):
and, bring them out more broadly.
Well, in our, final closingminutes, I have a couple more
questions I want to ask you.
One is, about our industry asa whole, and then we'll focus
back in on MV a little bit.
How do you see the public transportationindustry or contracting evolving over
the next, say, three to five years?
Yeah.
It's a hugely important topicand, obviously given the change
we talked about and the risksand opportunities, challenges
(18:25):
that I think that'll accelerate.
I think, I saw this in the automotiveindustry with General Motors.
I saw this in the auction house industry.
I do think our industry will seeor see more changes take place
over the next 5 to 10 years, let'ssay, than it has in the last 50.
Wow.
And I say that, all the reasons we justtalked about in terms of AI innovation,
ZEB, and microtransit, et cetera.
(18:46):
But it's almost that focus on greaterflexibility, improved scheduling,
greater safety, better technology,lower costs, all those things are gonna
lead towards more and more innovation.
And so it's a core focus.
When you think about, how doesthe industry best navigate that?
So obviously I'm a fan ofoutsourcing business to well-managed
contractors like ourselves.
(19:06):
But when you think about it, there'sa reason this industry has grown as
much as it has over the last 50 years.
Because generally speaking, awell-managed contractor can perform
better than agency and we'll be able toperform more cost effectively, provide
incentives and training around service.
A cynic would say, well,you have a profit margin.
If it was in source, youwouldn't have a profit margin.
And that's true.
But the cost disadvantages associatedwith insourcing, far exceed that
(19:30):
extremely thin profit margin.
As you know, our profit marginsare very thin in this industry, and
even a minor slip in productivitymore than offsets even that.
And every independent study that'sbeen done, as you know out there,
supports this notion that a well-managedcontractor will always deliver it
more effectively than an agency.
So that's been true forever.
What's also been true forever, isthat a well-managed contractor has
(19:52):
the benefit of scale and experiencehundreds of contracts across the country.
Not just learnings in one geography orone market, but learnings across all
markets that benefit all those markets.
If it's properly disseminated.
What's really different going forward anda really important inflection point for
people to think about is that on top ofthose things, the needs for investment
(20:12):
in innovation are much greater nowand in the future than they have been.
And AI is at the forefront of that.
If you look at the scale of theinvestments we have made alone in
AI, there's not a single agencyin the country that can afford it.
Much less then deploy it acrosshundreds of contracts to amortize
the cost of that research anddevelopment, but also to learn from it.
(20:33):
Like we said, it's acontinual learning platform.
Take a big market, New York, LA,Chicago, if you're only learning from
things in that market, you're notlearning from the rest of the country.
Whereas we have the benefit of beingable to kind of learn from across the
country in addition to amortizing thatcost across hundreds of contracts.
So that ability to innovate,it's much more effective in the
hands of a private contractor.
(20:53):
And on top of that, we don't needmonths or years to do an RFP.
We can do it in days or hours.
And so that combination of speed,effectiveness, ability to amortize
over across broader platform andlearn from those broader platforms
means that the need for outsourcingis gonna grow dramatically.
Now you might say, because the wheelsof justice turned slowly, in general,
you might say, well that may all betrue, but it's gonna take a while.
(21:16):
And that's where the cost pressures comein, because the cost pressures at the same
time, I think will force people to think,okay, how do we do this most effectively?
How do we stretch our limited dollarsas broadly as possible to serve as
many people as well as possible?
And that's why I think, going backto your fundamental question, I
think over the next 5 to 10 years,huge opportunities, huge changes.
And I think those who will navigateit best, will focus on what's always
(21:40):
been most important is how do youserve passengers most effectively?
That's great.
Last question is, 50 years, bythe way, again congratulations
it's a rare milestone.
Take a quick look as to what youthink about what are you most
excited about, about MV's future?
And I know that's going to includewhat you wanna share with MV's
employees, the clients, the ridersas you celebrate this anniversary.
(22:02):
Yeah, that's a great question.
So I've had the benefit of goingthrough dozens of these transformations
over the course of my career andwhat I get most excited about
is when it really takes root.
And sometimes it takes a while becausewe're a decentralized organization
and there was some failed leadershipin the past where people had made
promises they didn't deliver on.
And I'm sure there's some peoplewhen I showed up like, well, this
(22:22):
guy really mean what he's saying.
And, for a while they're like,yeah, he really means it.
And so, it's what we've seen isparticularly the last three to six months.
The cultural change we've been drivingcommitment to universal excellence,
all the things we've been preaching,the centrality of the passenger
experience that has really takenroot, and starting to accelerate.
So I believe that our teamis gonna continue to improve,
(22:44):
continue to get better.
The number of people, Paul, who havepulled me aside to thank, not me, but the
company, for all the great investmentswe made in them and the growth that
they have had as people and as leaders.
Hundreds of people have done that.
Any given week, I have a number ofpeople who will reach out to me to
thank the company for that investment.
And so now that that's really takingroot, I'm super excited, not just
(23:05):
for what we've already done, but forwhat that will mean going forward.
And then when I think about that, likein the context of our overall 50 year
history and journey.
First, I just wanna say a giant thank you.
Everything we have today, everything we'vemeant to so many people is made possible
only by the incredible contributionsof literally tens of thousands of
people over a long period of time.
(23:27):
Obviously you start with Alex andFeyson and their vision and their
commitment and their blood, sweat, andtears, but you know, your time at MV
and the tens of thousands of peoplewho have spent time over the years.
Everything we have today is becauseof that commitment, especially our
frontline employees and they're theheart and soul of our company and the
most important numbers of our company.
And my responsibility and theresponsibility of all leaders at MV is
(23:47):
to return that favor by honoring thatcommitment and doing everything we can
to help everybody in the company besuccessful so that the last 50 years
as great as they've been are nothingcompared to what the future holds for
MV and our clients and our passengers.
That's wonderful, Harry.
again, big congratulations.
50 years is an amazing milestone fora company in general, much less one to
(24:09):
kind of, you know, be in an industrylike ours, which is very competitive.
Congratulations to you and yourrole and the changes you've made.
Count me as a fan.
I love the things you're doing.
It sounds wonderful, and we wish you thevery best as you continue to move forward.
You and Kevin and the whole team there,your board, and thank you for being
a guest today on Transit Unplugged.
Thank you so much, Paul.
It's been great to be with you.
(24:32):
Thanks for listening to Transit Unplugged.
I'm executive producer Julie Gates,and this episode was created by host
and producer Paul Comfort, producerChris O'Keefe, associate producer Cyndi
Raskin, and podcast intern Des Gates.
Transit Unplugged is being broughtto you by Modaxo, passionate
about moving the world's people.
If you wanna dive deeper behind thetransit headlines and get boots on the
(24:54):
ground intel on important updates likethe Trump Administration's transit
priorities, or how to get fundingcheck out Transit Unplugged Insider,
our new YouTube show where Paul andI take you inside today's hot topics.
Paul knows what's going on inWashington DC and has the inside scoop.
He's taking a lot of meetings witha lot of people and we wanna make
sure you know what's going on.
(25:14):
You can watch and subscribe to TransitUnplugged Insider on the Transit
Unplugged Podcast page on YouTube.
Thanks for listening, and we'll catch youon the next episode of Transit Unplugged.
MV Transportation is the largest Americanowned public transportation contractor
in North America, and today we talkedto its CEO and Chairman Harry Wilson.
He's not been much in the media, he'staken kind of a behind the scenes role.
We were able to bring him out fortheir 50th anniversary, which is today!
50th anniversary of MVTransportation today.
Some of you may know I worked forthem, a whole lifetime ago, some.
(00:25):
Yeah, so we talked to him about whatMV Transportation has been doing
over the last three years under hisleadership, where they're going in the
future, and some about the industryand the role of public transportation
contractors in our current industry,where it's headed, the investment in AI.
Congratulation to one of theirfounders who was just honored with
the APTA Hall of Fame Award, addingin someone who's universally respected
(00:47):
onto the MV board of directors.
All that and more on thisepisode of Transit Unplugged.
A special joining up with MVfor a celebratory moment on
their 50th anniversary today.
Enjoy.
Harry, great to have youwith us today on the podcast.
Thank you for joining us onthis very special occasion.
(01:09):
MV Transportation's 50th anniversary.
Well, thank you Paul.
It's awesome to be with you.
I really appreciate the time andopportunity to speak with you and to
celebrate our anniversary together.
You know, it was 50 years ago onAugust 5th, 1975 that a young couple,
Alex and Feyson Lodde, started withone vehicle in San Francisco and
that grew through their hard workand the hard work and contributions
of tens of thousands of people over50 years into what MV is today.
(01:32):
And we couldn't be prouder ofthat legacy in history, and
we're happy to celebrate it.
Absolutely, and as you and I talkedabout beforehand in the Green Room, I
am, honored to be a little part of thathistory as I worked for you all for
five years, helping with Leland Petersonto lead the company's largest single
contract at the time at, WashingtonMetropolitan Area Transportation
Authority maybe 12, 15 years ago, we wererunning the paratransit system there.
(01:54):
MV has a storied history, as youmentioned, starting off, kind
of like, goodwill on behalf ofa husband and wife who wanted to
do something for their community.
Amazing.
And look where it's at now.
it's great.
And that's, as I like to tell people,our DNA started with that, that
mission of service to their neighbors.
Long before the ADA made it arequirement, they were out there
helping their neighbors to getmobility and freedom in their lives
(02:17):
and improve the quality of life.
And it's really a beautiful thing.
I just wonder if you would mindsharing some about your background,
because what I've been told is prettyspectacular, and I can see why Alex and
Feyson chose you to head the company.
That's what you said, I hate todisappoint you with the reality of it.
But look, I've been blessed in a,in a lot of ways, you know, on a
personal level, I grew up a workingclass kid in a Greek American
(02:39):
immigrant family in upstate New York.
Despite the last name Wilson, my mom,came to America 11 months before I was
born, and my dad was born here to twoGreek immigrants and his dad changed
the name to Wilson at Ellis Island.
My dad was a bartender at myuncle's restaurant, my mom was a
sewing machine operator in town.
And, was just, very blessed to be thefirst of my family to go to college.
Went to Harvard, Harvard Business Schooland then developed my business career
(03:01):
really, working to transform companies.
And I did my first companytransformation when I was 22 years old.
Working with mentors who were justfantastic teachers and leaders, and
built a career over 32 years since thattime of, leading the transformation of
companies that had run into challenges.
that career has spanned everythingfrom working on behalf of big
investment firms like Blackstone,where I worked for a number of years.
(03:24):
To an entrepreneurial venturewhere started my own firm called
MAEVA Group, which is an acronymfor my wife and four daughters.
And then, probably most notably, Iled the transformation of General
Motors on behalf of the U.S. TreasuryDepartment during the financial crisis.
But, if you look at that span ofexperience over thirty two years, I've
been, you know, again, blessed to havesome great mentors to learn some great
leadership talents and techniques, butreally kind of refine my own playbook
(03:47):
of how to come into a company that maybe underperforming or facing its own
challenges and help that company transformitself to be a best in class operator.
And so when Alex reached out to methree years ago, in July of 2022, the
company was having some challenges.
Had made some stumbles andmistakes under previous leadership.
And of course it was dealing witha fallout from the pandemic, which
(04:08):
was challenging for the industryas you know, all too well, right?
And so that combinationwas really painful.
Alex reached out to me.
I did my due diligence.
One of the most important things I'vealways focused on is, do I have the
skillset, the right fit to actuallyhelp change the company needs.
And is it something I wanna investhuge amounts of my life into?
Because I only do typicallyone of these at a time.
(04:29):
And so I really got enamored withthe Alex and Feyson story, their
commitment, the contributions they'vemade, the role the company plays in
the lives of hundreds of thousands ofpeople across the country, day to day.
And, that's what led me to join, withmy partner in crime, Kevin Klicka.
Kevin, as you know, was our longtimechief operating officer, very successful
and had retired several years ago,and then came back on the same day,
(04:50):
August 9th, 2022, almost exactlythree years ago, right before our 47th
anniversary, that'd be, to really drivethe transformation of MV through its
initial challenges, which we solved inabout six to nine months, and then really
the growth we've had since that time.
For those who maybe aren't familiarwith how contracting works or what a
contractor does in America, in othercountries, they have different models.
(05:14):
You know, our podcast isheard in a hundred countries.
You all work primarily in America.
Tell us about how it works in America,just generally, if you wouldn't mind.
Absolutely.
So yeah, we're in America and Canada.
The company in the past has hadsome international operations, but
today we're America and Canada.
And we partner with a, either atransit agency or, a university or
a corporation for their campus or,corporate shuttle businesses, a
(05:36):
school system to basically outsourcetheir transportation needs to us.
When you think about, that element,they'll outsource, could be all
of it, could be portions of it.
We basically tailor ourservices to meet their needs.
We certainly prefer to do all of it'cause we think we can do a better job
collectively on behalf of our clients,but we'll do whatever their needs dictate.
And in exchange for that, we can delivermore efficient service, more productive
(06:00):
service, more cost effective service,and generally, a much better service,
that meets the needs and allows them tothen take their dollars and spread them
more effectively to serve more people.
So it's a really a win-win,proposition where our customers and
passengers do better as a result,and that allows them to spend their
dollars more efficiently, elsewhere.
That's interesting.
And how do you do that?
How does Harry Wilson and KevinKlicka and your whole team come in?
(06:23):
Like, I used to be the CEO of atransit agency, and I believe what
you said just now, because I sawit happen with my own two eyes.
I saw that we were just doing paratransitand we outsourced some rail work and
some bus work, but I saw the improvementthat companies like yours and Transdev
and at the time First Transit, did toimprove the KPIs, the outcomes of our
(06:43):
paratransit system, creating actuallyone of the best in America when it
comes to on-time performance and safety.
When I let you all do your job,I didn't micromanage by inputs.
We just said, here's the outcomes we want.
So as CEO of one of the largestcompanies in the world that provides
public transportation services, whatdo you bring to the table to a transit
(07:04):
agency that helps them improve serviceand do it sometimes with less cost?
Yeah, absolutely.
Let me talk a little bit about ouroverall approach and then talk about
how that can be a benefit to agencies.
So our entire approach is focusedon the development of our people
to provide outstanding service.
When you think aboutwhy are we in business?
We're here to serve ourpassengers and our clients.
(07:26):
Our passengers want to be deliveredsafely, to arrive on time, and have
an outstanding customer experience.
Our clients, our agency partners wantthe exact same thing for the passengers.
In some cases, they also wantother problems solved, whether it's
scheduling, software issues, otherthings that we help them with ZEB
transition, microtransit, et cetera.
So everything we have done at MV isfocused on maximizing investment in being
(07:52):
best in class at each element of that.
So what does that mean?
It means creating an operatingsystem and a culture.
We have the right people, inthe right seats, with the right
culture, and the right incentivesto drive outstanding performance.
So, as an example, we have reallyreinvented every element of our
training architecture at MV.
Our general managers go througha six week training program.
(08:15):
Not six days, not six hours, six weeks.
And that was not by accident.
We purpose built it from the groundup and said, what are all the skills a
GM needs to succeed and what is one ofthe toughest jobs in American business?
Then they
tailored training around every elementof that, to help our GM succeed.
So we do that with not just our generalmanagers, we do it with our divisional
managers, we do it with our regionalteams, our safety professionals,
(08:37):
our maintenance professionals.
We have purpose built every element of ourtraining based on 50 years of experience
and hundreds of contracts across thecountry to be, you know, kind the best
in class based on those learnings.
And then we take a feedback loop whereevery time we see an issue that could
be better, we focus on implementingchanges to address that to be better.
So there's a huge focuson training of our people.
(08:57):
We've also hired some of thebest people in the business.
We've added in the time that I've beenCEO over 150 people who are manager
level on up from our competitors.
We've lost almost none during thatperiod of time, like a handful.
And it's really an intention to kindof really invest in our people because
we believe deeply that if we havethe best people in the industry with
the right incentives and the rightculture, they'll succeed every time.
(09:18):
That culture is an essential partof it, which I think is really hard
to create inside a public agency.
First we start with aservant leader mentality.
Focus on our passengers and our clientsas of course our agency partners do.
We also focus on helping ourpeople succeed and provide career
paths, incentives, mentorship ina way that allows them to really
develop and grow as professionals.
I believe having run lots of companies,overseeing lots of companies that
(09:41):
have a customer service focus.
You can't be great at customer serviceunless you're happy day to day.
You can't be.
How can you be unhappy in yourday-to-day job and treat someone as
well as they deserve to be treated?
It's not possible.
And so we really focus on employeedevelopment and fulfillment so that
our people show up to work, excitedto do what they want to do, purpose
focused and getting the training theyneed to be successful, in their work.
(10:04):
And there are a bunch of otherelements to that is, you know,
it's driving a culture of teamwork,driving a results orientation.
One of the things that MV had stumbledon in the past, candidly, was not being
universally committed to excellence.
We had a lot of very wellperforming divisions.
We had some that weren't as wellperforming and that is not tolerable.
We have created a culture ofaccountability and results
orientation so that all of ourdivisions are well performing.
(10:28):
And the reason for that is, if weare doing great in San Antonio,
but not great in Petaluma, ourPetaluma client doesn't care.
Our Petaluma passengers don't carethat we're doing great in San Antonio.
They want us to do greatin Petaluma as they should.
And so that focus on universalexcellence, has been a kind of a
hallmark of the cultural changewe've been driving at MV that I think
is essential to long term success.
(10:50):
The last two things I'd add on this,because it's just so essential to
what we're doing, and what's led toour real rejuvenation renaissance
is a focus on continual improvement.
We're gonna be bettertomorrow than we are today.
We're constantly trying to learn, needto stay humble about what our limitations
are and where we can be better.
And invest in those and address those.
And then the other is rewardpeople for their success.
(11:11):
So I'm very proud of the factthat when I started, there are
only about a few dozen people thatearned incentives in our first year.
Last year, there were several hundredpeople that earned substantial incentives,
all based on their performance, notbecause we're handing out monies, 'cause
they earned it through their great work.
That benefits our clients,benefits our people.
It allows us to attract better people.
And then a related piece of that, Paulis we always say that, you have to treat
(11:34):
the business like you're the owner.
If this was your company, your divisionis your business, what would you do?
And of course you wanna succeed.
Your family's livelihooddepends on you succeeding.
You make do whatever's necessaryto be successful at it.
And that mentality of thinking like anowner is a powerful thing that I think is
not possible within an agency structure.
We preach it constantly, but not onlydo we preach it, we actually do it.
(11:55):
So we created several hundred shareholdersat MV in the time that I've been here
that were not shareholders before,to drive that ownership mentality
across the organization, across allof our leaders to drive those results.
That's amazing.
So that's what you call the new MV?
Yeah.
And I think it's that culture, thatcommitment to excellence, universal
excellence, continual improvement andall the things that then translates into
(12:17):
better and better results for our clients.
That's wonderful.
One of the other interestingdevelopments in your company I've
seen recently and the new MV isNuria Fernandez joined your board.
How'd that come about?
The former FTA Administratoris universally respected.
Yes.
Nuria is fantastic and we'rehonored to have her on our board.
Some of my teammates have knownNuria for many years given she's a
titan of the industry and obviously,one of the most talented, most
(12:39):
well-respected people in the industry.
I only got to know her over the last yearand she had raised her hand after leaving
the FTA and mentioned that she admired MV,she'd seen MV do some really great work in
the past and was interested in potentiallyhelping and joining as a board member.
And, as we spent time together and shereally understood both the history and the
heritage and the legacy and the culture.
(12:59):
That there since day one through Alexand Feyson's leadership, and then
the work we've been doing to reallyfocus on driving outstanding results.
Kevin and I have been in place.
She really got excited about it andwe were very excited to have her.
So she's been a great pleasureto collaborate with and a great
pleasure to have on the board.
Well, congratulations on that.
Hey, let's switch gears just alittle bit, if you don't mind.
(13:20):
There's a lot of uncertaintyin the policies, uncertainty
in the industry today.
There's funding questions, thefiscal cliff that some agencies
are facing, the federal support forzero emission buses, among others.
How do you as a companynavigate these challenges?
Well, there's no question there's alot of challenges facing the industry.
Given my background of workingthrough challenging situations,
(13:41):
I always like to think that thechallenges create opportunities.
And so, I'm actually excited aboutthe challenges because it gives us
a chance to show our clients evenmore what we can do to help them.
And as they deal with some littleunprecedented level challenges
between the funding issues, theneed for investment growing, and
that's true for the ZEB transition.
It's true for microtransit, it's truefor investments in AI that they're gonna
(14:04):
need to make to be successful long-term.
As the funding pressure growsand the funding needs grow, that
creates even more challenges.
And so our focus is really like, first wegotta be excellent in everything we do.
That's what our clients expect of us.
If we can't they won'twanna provide us business.
We wanna manage our costs as lowas possible while not compromising
on that service quality.
(14:25):
We need to stay nimble 'cause thingscould change on a moment's notice.
You know an election or anything.
Any one of those things couldfundamentally change the outlook
over the next 6, 12, or 24 months.
And really focus on deliveringthat quality while staying nimble.
As an example of that is we havevery strong ZEB capabilities.
We manage the largest ZEB onlyfleet in the country in West
Lancaster, for Antelope Valley.
(14:47):
We've got hundreds and hundreds ofZEB vehicles across the country.
So it's been a core focus of ours.
But obviously given what's goingon from a policy standpoint, there
are changes going on in that space.
Our job is not to, wedon't control policy.
All we can do is helpour clients navigate it.
And so we've really beenagnostic around how that evolves.
But being able to give our clientsthe best advice and help and support
(15:09):
as they navigate those challenges.
What about with AI, Harry?
What's going on with AI and is yourcompany doing anything with that
artificial intelligence in transit?
Yes.
So, I think we all need to recognize thatthis will probably be the most significant
transformation in any of our lifetimes.
Bigger than the internet,bigger than mobile phones.
(15:29):
Wow, that's saying a lot.
Yeah.
And I don't say the hyperbolicallylike I've thought, you know, spent
a lot of time thinking about thisand I was, more skeptical early on.
And I've just try to educate myself, tryto be humble about what I don't know.
And I've seen so many people whowere super deep in the space of
the best VCs in the industry whoreally embrace what I just said.
And that's why I, you know, kindaeducate myself enough to know that.
(15:51):
But the reason I say it is 'cause when youthink about that ability to re-engineer
so many things we take for granted inour day-to-day lives, and then apply that
across a continually learning platform,which is what AI is, that creates really
unusual opportunities, and also unusualrisks if you don't navigate it well.
(16:14):
And so, we're blessed at MV to have anoutstanding technology team led by Cris
Kibbee, our CIO, Stephanie Doughty,and a really great team, that have been
working on this for the last couple years.
We've done a number of AIplatforms already, which
we've rolled out company wide.
We focus first on our people, becausethat's obviously the most important
thing and everything from frontline,retention, screening, engagement,
(16:37):
to really drive those results.
I'll give you an example.
Our turnover, was I think in linewith the industry, a couple years
ago, 50, 60% for driver turnover.
It's now in the thirties.
Which is just unbelievable.
And improving still.
And the reason I cite that is, well,that has so many beneficial effects.
We have more experienced operators.
They're safer, they have, they'remore, tenured, they have better
(16:58):
customer service capabilities.
And so that's just one example, butthere's a number of things we've done
like that, that have benefited ourresults, and benefited our clients.
And so now that we've had thatinitial success, we've really taken
a step back and said, okay, let'slook at every aspect of our business.
How can we apply AI where itmakes sense, across that, each
(17:19):
element to drive better results?
Of course, we have to prioritize.
We can't do, we have likeliterally over 30 work streams
that we're working on right now.
We can't do all those at once.
We have to prioritize and, sequence them.
You know, to be successful at it,we need a great IT team, which we
have to think through those issues,but then we need a culture of
collaboration and teamwork because youcan't just hook something up in the
laboratory and expect it to succeed.
(17:42):
You have to develop it in partnershipwith our operating talent, our agency
partners, our frontline employees,colleagues and teammates, and test
it, pilot it, learn from it, andthen improve upon and roll it out.
And so that culture of collaboration,experimentation, some we've
been building over the last
three years that I've been inplace that now is actually primed
to really, take advantage of thework we're doing on these AI pilots
(18:04):
and, bring them out more broadly.
Well, in our, final closingminutes, I have a couple more
questions I want to ask you.
One is, about our industry asa whole, and then we'll focus
back in on MV a little bit.
How do you see the public transportationindustry or contracting evolving over
the next, say, three to five years?
Yeah.
It's a hugely important topicand, obviously given the change
we talked about and the risksand opportunities, challenges
(18:25):
that I think that'll accelerate.
I think, I saw this in the automotiveindustry with General Motors.
I saw this in the auction house industry.
I do think our industry will seeor see more changes take place
over the next 5 to 10 years, let'ssay, than it has in the last 50.
Wow.
And I say that, all the reasons we justtalked about in terms of AI innovation,
ZEB, and microtransit, et cetera.
(18:46):
But it's almost that focus on greaterflexibility, improved scheduling,
greater safety, better technology,lower costs, all those things are gonna
lead towards more and more innovation.
And so it's a core focus.
When you think about, how doesthe industry best navigate that?
So obviously I'm a fan ofoutsourcing business to well-managed
contractors like ourselves.
(19:06):
But when you think about it, there'sa reason this industry has grown as
much as it has over the last 50 years.
Because generally speaking, awell-managed contractor can perform
better than agency and we'll be able toperform more cost effectively, provide
incentives and training around service.
A cynic would say, well,you have a profit margin.
If it was in source, youwouldn't have a profit margin.
And that's true.
But the cost disadvantages associatedwith insourcing, far exceed that
(19:30):
extremely thin profit margin.
As you know, our profit marginsare very thin in this industry, and
even a minor slip in productivitymore than offsets even that.
And every independent study that'sbeen done, as you know out there,
supports this notion that a well-managedcontractor will always deliver it
more effectively than an agency.
So that's been true forever.
What's also been true forever, isthat a well-managed contractor has
(19:52):
the benefit of scale and experiencehundreds of contracts across the country.
Not just learnings in one geography orone market, but learnings across all
markets that benefit all those markets.
If it's properly disseminated.
What's really different going forward anda really important inflection point for
people to think about is that on top ofthose things, the needs for investment
(20:12):
in innovation are much greater nowand in the future than they have been.
And AI is at the forefront of that.
If you look at the scale of theinvestments we have made alone in
AI, there's not a single agencyin the country that can afford it.
Much less then deploy it acrosshundreds of contracts to amortize
the cost of that research anddevelopment, but also to learn from it.
(20:33):
Like we said, it's acontinual learning platform.
Take a big market, New York, LA,Chicago, if you're only learning from
things in that market, you're notlearning from the rest of the country.
Whereas we have the benefit of beingable to kind of learn from across the
country in addition to amortizing thatcost across hundreds of contracts.
So that ability to innovate,it's much more effective in the
hands of a private contractor.
(20:53):
And on top of that, we don't needmonths or years to do an RFP.
We can do it in days or hours.
And so that combination of speed,effectiveness, ability to amortize
over across broader platform andlearn from those broader platforms
means that the need for outsourcingis gonna grow dramatically.
Now you might say, because the wheelsof justice turned slowly, in general,
you might say, well that may all betrue, but it's gonna take a while.
(21:16):
And that's where the cost pressures comein, because the cost pressures at the same
time, I think will force people to think,okay, how do we do this most effectively?
How do we stretch our limited dollarsas broadly as possible to serve as
many people as well as possible?
And that's why I think, going backto your fundamental question, I
think over the next 5 to 10 years,huge opportunities, huge changes.
And I think those who will navigateit best, will focus on what's always
(21:40):
been most important is how do youserve passengers most effectively?
That's great.
Last question is, 50 years, bythe way, again congratulations
it's a rare milestone.
Take a quick look as to what youthink about what are you most
excited about, about MV's future?
And I know that's going to includewhat you wanna share with MV's
employees, the clients, the ridersas you celebrate this anniversary.
(22:02):
Yeah, that's a great question.
So I've had the benefit of goingthrough dozens of these transformations
over the course of my career andwhat I get most excited about
is when it really takes root.
And sometimes it takes a while becausewe're a decentralized organization
and there was some failed leadershipin the past where people had made
promises they didn't deliver on.
And I'm sure there's some peoplewhen I showed up like, well, this
(22:22):
guy really mean what he's saying.
And, for a while they're like,yeah, he really means it.
And so, it's what we've seen isparticularly the last three to six months.
The cultural change we've been drivingcommitment to universal excellence,
all the things we've been preaching,the centrality of the passenger
experience that has really takenroot, and starting to accelerate.
So I believe that our teamis gonna continue to improve,
(22:44):
continue to get better.
The number of people, Paul, who havepulled me aside to thank, not me, but the
company, for all the great investmentswe made in them and the growth that
they have had as people and as leaders.
Hundreds of people have done that.
Any given week, I have a number ofpeople who will reach out to me to
thank the company for that investment.
And so now that that's really takingroot, I'm super excited, not just
(23:05):
for what we've already done, but forwhat that will mean going forward.
And then when I think about that, likein the context of our overall 50 year
history and journey.
First, I just wanna say a giant thank you.
Everything we have today, everything we'vemeant to so many people is made possible
only by the incredible contributionsof literally tens of thousands of
people over a long period of time.
(23:27):
Obviously you start with Alex andFeyson and their vision and their
commitment and their blood, sweat, andtears, but you know, your time at MV
and the tens of thousands of peoplewho have spent time over the years.
Everything we have today is becauseof that commitment, especially our
frontline employees and they're theheart and soul of our company and the
most important numbers of our company.
And my responsibility and theresponsibility of all leaders at MV is
(23:47):
to return that favor by honoring thatcommitment and doing everything we can
to help everybody in the company besuccessful so that the last 50 years
as great as they've been are nothingcompared to what the future holds for
MV and our clients and our passengers.
That's wonderful, Harry.
again, big congratulations.
50 years is an amazing milestone fora company in general, much less one to
(24:09):
kind of, you know, be in an industrylike ours, which is very competitive.
Congratulations to you and yourrole and the changes you've made.
Count me as a fan.
I love the things you're doing.
It sounds wonderful, and we wish you thevery best as you continue to move forward.
You and Kevin and the whole team there,your board, and thank you for being
a guest today on Transit Unplugged.
Thank you so much, Paul.
It's been great to be with you.
(24:32):
Thanks for listening to Transit Unplugged.
I'm executive producer Julie Gates,and this episode was created by host
and producer Paul Comfort, producerChris O'Keefe, associate producer Cyndi
Raskin, and podcast intern Des Gates.
Transit Unplugged is being broughtto you by Modaxo, passionate
about moving the world's people.
If you wanna dive deeper behind thetransit headlines and get boots on the
(24:54):
ground intel on important updates likethe Trump Administration's transit
priorities, or how to get fundingcheck out Transit Unplugged Insider,
our new YouTube show where Paul andI take you inside today's hot topics.
Paul knows what's going on inWashington DC and has the inside scoop.
He's taking a lot of meetings witha lot of people and we wanna make
sure you know what's going on.
(25:14):
You can watch and subscribe to TransitUnplugged Insider on the Transit
Unplugged Podcast page on YouTube.
Thanks for listening, and we'll catch youon the next episode of Transit Unplugged.
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