April 30, 2025 • 26 mins
In this episode of Transit Unplugged Podcast, Paul Comfort talks with Graeme Legh, the new CEO of Kelsian Group, one of the world’s leading transit and mobility operators. From ferries off the coast of Australia to motorcoach operations across the U.S., Graeme shares how Kelsian is tackling growth, innovation, and sustainability across three continents.
They discuss:
- Lessons from leading major transit companies around the world
- How Kelsian balances local brands with global strategy
- Innovations like electric fleets and multimodal operations
- Why public-private partnerships could define the next era of mobility
- Graeme’s leadership mindset—and why simple, great service always wins
Whether you're an executive, operator, or just curious about how global transit is evolving, this conversation delivers powerful insights.
Transit Unplugged is brought to you by Modaxo.
Host & Producer: Paul Comfort
Podcast Manager & Newsletter Guy: Chris O'Keeffe
Executive Producer: Julie Gates
Special thanks to:
Brand Design: Tina Olagundoye
Social Media: Tatyana Mechkarova
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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 (“Modaxo”). This production belongs to Modaxo and may contain information that may be 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.
Paul Comfort (01:21):
Graham, welcome to the show.
Thanks, Paul.
Great to, great to be chatting.
of course.
I'm near Annapolis, Maryland.
Where in the world are you?
Are you at today?
Graeme Legh (01:29):
I'm in Adelaide, in, in Australia, so it's probably not one of
the, the obvious cities that a lot of yourlisteners would've, would've heard of.
But it's the, I think it's thefourth or fifth largest city in, in
Australia, , down on the southern coastand the head office of, of Kelsey Group.
Paul Comfort (01:44):
That's great.
Yeah.
As you and I were just talkingabout in the Green room, I was able
to visit some of your operationsthere in Australia, and I was very
impressed by them and with your group.
So it's a real honor tohave you on the show today.
Graeme Legh (01:56):
Excellent.
Great, great to hear that.
Looking forward to the discussion
Paul Comfort (02:00):
now.
You had a fascinating internationalcareer, , from Australia to
the uk to Singapore and to theUS and now back to Australia.
, tell us about, you know, thatjourney some, and tell us some
about your, your company, Kelsey.
Graeme Legh (02:12):
I, I've learned, I've been been in the, the, the transit or bus
industry now for, for over 15 years,so, you know, quite, quite a long time.
And I, I've learned over thatperiod, there's probably two types of
people that end up in this industry.
The, the ones that are born intoit and, uh, , are in it for their
lives and ne never want get out.
And then the other ones like me whosort of fall into it, it was never.
(02:33):
On my list to, to be a, be a transportor or transit industry specialist.
But I happen to fall into anopportunity, , over 15 years ago now,
uh, and been been involved ever since.
And now the thing that has kept me,, involved in, in the business is over
that 15 plus year journey, the number ofopportunities we've had as a business,
(02:53):
but also just a number of opportunities.
In this space are, are huge.
And, and we continue to see thattoday and that's why I'm really
excited to take on, uh, this newrole leading the calcium group.
Um, as you mentioned, you know, we'vegot operations in Australia , where
the businesses we we're, we're.
Founded, um, founded, moved intothe UK and Singapore, and then more
(03:15):
recently with our acquisition of AllAboard America Holdings in the us.
So we've got our presence in somereally, really interesting markets, and
each of those markets has significantopportunities, which I think is, is
a great story for us moving forward.
And something.
I'm looking forward to capitalize on,uh, um, as I, as I step into the role
(03:35):
in terms of the, what Kelsey and does.
So fundamentally, we're,we're a transit operator.
The largest part of our business is inAustralia, running transit bus operations,
but we are a multimodal operator.
We also run Australia's largest.
Ferry passenger and, and vehicle ferryfleet, um, run to some of the, uh, world
(03:57):
renowned, , tourist destinations , inAustralia, some of some of the great
islands that Australia has, and thenoffshore in Singapore, we operate, uh.
Bus transit, uh, under contract to theLand Transport Authority in Singapore.
And we also operate transit operationsin the UK and Channel Islands.
And then where I've spent the lastcouple of years is running our All
(04:19):
Aboard America business in the us uh,where All Aboard America One is one
of the largest motor coach operatorsin the us So a little bit different.
To the transit background of, ofthe rest of, , the Kelian business.
, but again, in a, in a superexciting , space with huge amount
of, of growth in front of us.
, at the end of the day, you know, we runbuses like we, like we do in Australia.
(04:42):
So there's a lot of similarities betweenwhat we do, uh, in Australia and the us,
which is, you know, why we think that wasa great acquisition for us and has got
huge opportunities for us moving forward.
Paul Comfort (04:53):
Yeah.
While we're there on that topic,tell us a little bit more about All
American holding, uh, how it works andhow it fits into the calcium group.
It is a little bit different than the,than the work you do elsewhere, right?
I.
Graeme Legh (05:03):
Yeah, and it's, um, I mean we, as I said, one of the largest
motor coach operators in the us.
Uh, but we do fly a bit under the radar.
And the reason we do that is wereally operate six separate brands in,
in, in the various locations acrossthe south and southwest of the us.
, so the, the business, , is a combinationof those six market leading brands,
(05:23):
um, which are very well knownin, in their , local geographies.
, it was actually one of the things thatreally attracted us with the Kelsey
and hat on to the all aboard businessin, in originally in that, um, we like
the model that they had set up of.
The, , very strong local operatingbrands coming together , under
common ownership and commondirection of all Aboard holdings.
(05:46):
It's a very similar structure to theway our business has grown and developed
in Australia, where we also operate.
A number of diverse brands, , withthe leaders of tho those brands
given, , a lot of power to controltheir destiny and, and take their
business where they believe the bestopportunities are in their local market.
Under, , the single umbrella, umbrellaand guidance of Calcium Group, but
(06:10):
more specifically in the us the AllAboard America Holdings, uh, company.
Paul Comfort (06:15):
what's it like to take over a CEO of a major company
like this in the first month?
What's, what's it been like for you?
Graeme Legh (06:22):
It, it's obviously, you know, a big step up and, and a
big learning curve as it is steppinginto new role, into a new role.
I think the, the benefit that I've gotstepping into this role is, I think I
know the underlying business pretty well.
I've been involved over the last15 years in a large number of,
of the operations in Australiainternationally, and more recently.
(06:43):
Running, running our US business.
So I, I do think I, I know the underlyingbusiness very well, which is a, a, a,
a big headstart for me, but obviouslystepping into, , the group CEO role
comes with, , a number of challengesand responsibilities and everything
else that, that comes , with a job likethis, , um, you know, our, our business.
(07:04):
Like, like any business, ha has got somechallenges at the moment and getting
my head around those and working outhow we plot, uh, our best path forward
really so that, you know, we are in aposition to take advantage of some of
the really great growth opportunities to.
In the industry, in the jurisdictionsthat we operate, uh, it is really
(07:25):
gonna be my focus, um, because, youknow, some of these opportunities
don't come around that often.
And I think we, we've gotta makesure we're positioned internally
in the best possible way to takeadvantage of those opportunities.
, if and when they, they do come up.
Paul Comfort (07:40):
Yeah.
One of the things that I was, um,fascinated by during my trip there to
Australia just prior to US Thanksgiving,was how that everything is contracted
out, you know, fixed route rail.
Uh, here in the United States weseem to focus heavily on contracting
out paratransit van, service ondemand, those kind of things, and
a little bit of fixed drought.
But very different there in Australia.
(08:01):
Right?
I mean, pretty much you're the operatorof, of, of most of the transit services
in the places where you're at, right?
In other words, fixed routerail, light rail, all that.
I.
Graeme Legh (08:11):
Yeah.
Um, I mean, Australia, like,like the us uh, big country with,
with different states that liketo do things different ways.
Yeah.
So there is a bit of a, a diversityacross the different states of Australia,
but really, you know, the reason ourbusiness has grown to become, , one of
the largest operators in Australia is.
Through taking advantage of a waveof, , outsourcing and contracting that
(08:33):
governments have gone through in a numberof key jurisdictions , in Australia.
, obviously it's in our interest to saythis, but I think there's, there's
also a, a bunch of evidence to, to,to support it, to show that, you know,
governments, if they do this the rightway, governments and transit authorities
can get a really, really good outcome, through going down the contracting route.
Regardless of, of the mode, it isa bit narrow minded to only focus
(08:55):
on a small subset , of the overalltransportation, , requirements as,
as needing to be contracted out.
You know, I think the key thingis for, for governments to get the
model right and then, um, you know,follow through with that model.
Uh.
Not, not focused on the mode ofthe transportation, but focused
on getting the best outcomefor their, for their customers.
(09:16):
And I think there are a numberof jurisdictions in Australia
that have done that very well.
Paul Comfort (09:21):
Tell us about some of the innovations you're seeing in
the public transportation, , world.
You know, from your perspective,what are some of the innovations
in 2025 that you think arehaving an impact on the industry?
Graeme Legh (09:32):
Yeah, I mean in, in the Australian business at the moment,
you know, we are not probably at theforefront like some of the business in
Europe, but we are very rapidly movingto decarbonize, our transit bus fleets.
Obviously, that, that technology in itselfis, is a big innovation, a big change, and
should, you know, make public transportnetworks, uh, obviously more sustainable,
(09:53):
but hopefully, you know, more, morereliable and more customer friendly.
Our big focus is, um, working out how wecan best align with that new technology
to deliver significant efficienciesfor for our government clients.
You know, ultimately the way wegrow as a business is to show our
government clients that we operate thenetwork, , as efficiently as possible.
(10:15):
And you know, one of the ways we generategrowth for ourselves is by showing
them that making certain changes.
To, to look at how we operate thingsand better utilize our assets means
they essentially get more value formoney for every dollar that they need
to, to take from taxpayers to put intothe, the, the public transport network.
So with the change in technology to,uh, to battery electric buses in the
(10:39):
large part here in Australia, that doeschange the operating environment for us.
You know, it comes with, um,charging requirements, which are
different to the diesel fleet.
But at the same time, it comes with adifferent maintenance profile to what
we had with a diesel fleet, and we'revery focused on using our technologies
and our people ultimately to findthe optimal solution to deliver the
(11:01):
best value for money for our clients.
Given now they are the onesgenerally who are making the very,
very significant investments.
Both the buses and theinfrastructure as we move to a a
zero emission, , transit fleet.
So that's very much our, ourfocus in Australia is trying
to be the forefront of that.
And we are taking that focus,, elsewhere to, to our other operations.
(11:23):
Now, our business in the USbeing being motor coaches.
, is not gonna be on the same timelinelike, , some of our transit operations
into, in, in terms of moving to,uh, alternative powered vehicles.
You know, the diesel motor coach I thinkis gonna be around for a very long time.
But we are taking the learnings we'regenerating from the, the new technology
(11:44):
and the shift we're seeing in someof our other markets and making sure,
you know, when the shift does happen.
We are in the best possibleplace to take advantage of it.
Um, even in markets where, you know,that change is, is is further off.
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Paul Comfort (12:47):
What are some of your other priorities as a CEO that you're
hoping and your vision over the next 12to 24 months there at Kelsey and group,
you, you're publicly traded, right?
Graeme Legh (12:56):
Yeah, so we're a publicly traded company on the,
on the Australian stock change.
So, you know, that's one of the learningcurves for me is, uh, getting in, getting
the feel of of, of listening to ourinvestors and, and hearing what they,
what they have to say, uh, when we report.
, and obviously, you know, thatthat message is important.
I think we're in areally, really good spot.
I think, you know, we're ina great, part of the market.
(13:17):
There are significant opportunities andif we can get ourselves, um, in the,
to set up, in the best possible lightto take advantage of opportunities, I
think, you know, delivering the growththat our, uh, shareholders would like
to see is, is not gonna be a challenge.
, so my focus over the short to medium termis to, to really focus on what we do best.
(13:37):
, at the end of the day, you know,while all business is complicated,
especially these days, you know,what we really do is simple.
You know, we want to provide the bestpossible customer service for our,
for our customers, and fundamentallywe wanna deliver, you know, extremely
reliable and extremely safe.
Transportation.
, so my, my message to the team islet's focus on making sure we do those
(13:59):
simple things really, really well.
'cause if we do those, that, those,well, no, the other, um, transformational
changes and transformational growth andtaking advantage of the opportunities
that we're in front of us, you know,that'll take care of itself if we do
the simple things well and deliver,deliver for our customers and clients.
Paul Comfort (14:16):
All right, let's have some fun with some fun questions.
Now, uh, we've got throughall the serious stuff.
, um, like me, you travel a lot, right?
You've been across Australia,the uk, Singapore, and the us.
Uh, where do you get the best coffee?
Graeme Legh (14:28):
Oh look, Australia does a pretty good job of coffee.
Yeah, Melbourne
Paul Comfort (14:31):
coffee is great, man.
I think, uh,
Graeme Legh (14:34):
places, places like Adelaide and Melbourne, uh, hard,
hard to beat, especially, uh, when,when you travel a lot, uh, it's one
of the things I, one of the thingsI miss is, uh, is a really good, uh.
Coffee from the local coffeeshop back home in Australia?
Paul Comfort (14:47):
Yeah.
When I was there, uh, a couplemonths ago, every day we had, we had
coffee at a different place everyday and they were all amazing, man.
Nice.
It's,
Graeme Legh (14:55):
it's part of, it's part of everyday life here and part of
doing business, so you've gotta, yougotta enjoy coffee if you, if you
wanna do business in this country.
Paul Comfort (15:02):
That's great.
So when did you come to the us?
How long ago was that?
And did you, did you have anyculture shock when you came over?
Graeme Legh (15:08):
So Kelsey and acquired All Aboard America in June, 2023.
So I was there just short of two years.
, the original plan was to, to bethere a bit bit longer than that.
But, you know, there, there'sthis, there's a opportunity arose.
Yeah.
Opportunities arise and you ne younever plan these thi things outside.
And I'm spending just under two years.
So moved, moved the family across,uh, we were based in Brisbane,
(15:29):
in Australia before that, andmoved the family across to.
To Denver in Colorado whereall a boards head office is.
And we had an absolutely fantastic,uh, 18 months to two, two years.
Uh, I got two little girls and they,they'd never seen snow before, so Oh yeah.
They got to learn pretty quicklywhat a, what a real winter was
in, uh, the mountains of Colorado,which is, which is fantastic.
(15:51):
And they've, they've comeback to Australia now.
American accents.
So it's a, it's a very goodreminder of our, of our excellent
time that we had in, in the us.
Paul Comfort (15:59):
Yeah, Brisbane's amazing man.
And the Gold Coast and the Sunshine Coast.
Well, we were in the Sunshine Coastfor, we were there for the weekend.
Remember we went to thatzoo, uh, the Australia Zoo?
Yeah, yeah.
Go right in and pet the, uh, pet theanimals in there that we, I, I mean,
it was just such a relaxed, laid back.
Um, I said I could live here, man.
(16:21):
This place is great.
Graeme Legh (16:22):
Yeah, no, Colorado was great, but it is, uh, it's great being home.
So, you know, we're, we're pretty lucky.
We've lived in some, livedin some great places.
Paul Comfort (16:29):
What do you think the most, uh, understated skill
is that a transit CEO needs today?
, Graeme Legh: I mean.
I always look at our business, asI said, you know, it's very easy to
overcomplicate things and you know,we're a big business now and there
are very complicated aspects for it.
But at the end of the day, youknow, what we, what we do is simple.
And the thing that I always come back tois we are a people business in, in every
(16:53):
way that you look at it in terms of,you know, we fundamentally move people.
That's what we we're paid to do.
But more importantly, you know, we are apeople business in terms of our team and
our employees and the frontline staff.
We need to deliver for, for our customers.
So, um, you know, in terms of the, the,the biggest skill is, is understanding
how important the people are and reallybeing able to connect with the, the
(17:15):
very diverse range of people that weneed as a business to, to be successful.
Um, you know, right across.
The, the operation, uh, and across thedifferent geographies that we operate.
So that, that ability to connectwith people, I think is probably
the, the, the key one for me.
Um, having worked in both locations, what do you think
the biggest difference is betweenworking in the US and Australia?
Graeme Legh (17:38):
I.
Paul Comfort (17:39):
Um,
Graeme Legh (17:40):
you know, there, there are a lot of similarities, which is good
'cause I think it makes, you know, usgoing to the US and, and, and guys from
the US coming to Australia a a lot easier.
'cause fundamentally thereare a lot of similarities.
Probably the biggest thing that I learnedthat I, I really want to try and bring,
bring back to, you know, our Australianteam, but also just, you know, how the
people we, how, how, how we do businessin Australia is now I think Americans
(18:03):
doing business and the US doing business.
Uh, come at things with avery optimistic attitude.
, when I sat with my team and we lookedat the opportunities in front of us
when we're we're in, in the us, youknow, it was very much, you know,
what can we do to make this happen?
As opposed to, you know, sometimes in,in other parts, parts of the world,
it's, you know, these are the reasons,you know, we can't go and do this
(18:25):
and this is why it's all too hard.
And I think just.
Attacking problems and attackingopportunities with that really
optimistic, um, background, you know,makes a huge difference in terms
of how you're ultimately successfulin delivering some of those things.
So I, I, I think that's one ofthe things that I was super,
, impressed with in terms of.
(18:46):
Our team in the us but just the USgenerally, you know, the opportunities
that optimism they have to, to, to goafter opportunities as opposed to, you
know, sometimes seeing all the roadblockscome up as why we, why we can't do things.
Um, we, so that, that's one of the bigthings that I would love to bring out of
the US and bring back to our business.
That's very
Paul Comfort (19:05):
interesting.
Yeah.
I like that.
, do you have a favorite modeof public transportation?
You know, bus, ferry,train or something else?
Do, are you, like, do youride motorcycles or anything?
Yeah.
Yeah,
Graeme Legh (19:16):
we, um, as I said, we run a lot of ferries and, you know, some of our
ferry operations are pretty hard to beat.
Uh, going to work on a ferry,uh, down the Brisbane River
where I was from originally.
Yeah.
Or another place in Australia, you know,to, it's a not, sometimes, not the most
efficient way from a time point of viewto get to work, but a fantastic way
to arrive at work with a really goodmindset sitting on a ferry, reading
(19:38):
the paper or, or drinking a coffee.
So.
I think, I think ferry transport in,in the transit world is pretty hard
to beat and, you know, hard for, hardfor our, all of our bus operations
to compete with some of the greatferry services we run in Australia.
Yeah.
One of the ones that I didget pretty close to, I.
Is the, the Bustang MotorCoach Service in Colorado.
So that's a service that we run, uh,under contract to the COR Colorado
(20:01):
Department of Transport, running motorcoaches, um, from Denver primarily
to all the key locations in Colorado.
And one of the big service thatwe operate is, is, uh, along
the I 70 into the mountains.
So, um, given I, I quite like.
Skiing and having the opportunity tolive in Denver and, and do a bit of
skiing in Colorado, getting one of ourbustang buses up into the mountains,
(20:24):
um, was always a pretty good, prettygood transit experience as well.
Paul Comfort (20:28):
It is good.
Yeah, that sounds fun.
I love, uh, I love thelong distance rails.
Personally, I've done some amazing railtrips, , uh, even excursion rail, like
in Denver, it was Denver to Moab , it'sa great, , excursion train that's there.
It's good times.
Okay, a couple more questions,uh, just kind of fun stuff.
Um, I don't often get a chanceto ask fun questions, so I
wanted to throw it in with you.
(20:48):
, do you have a, well, lemme tellme about that island sum that you
guys own over there in Australiaand you've got service there.
You've got bus service to it, andyou've got ferries that go to it.
It's like an eco islandor something like that.
, Graeme Legh (20:59):
we've got a, a marine and tourism division in Australia that sits
alongside our bus division and, and thatdivision, uh, is fortunate enough to, to
run the ferry services to some fantasticislands and, and, you know, absolutely
beautiful places if, if people ever getto get a chance to, to come to Australia.
So there, there's a number of key ones.
There's Kangaroo Island, which is aservice in South Australia from Adelaide.
(21:21):
We run the ferry, but we also runa number of coach tours and other
tourism opportunities on the island.
And then, uh, in Queensland, again, werun, , the motor, , a vehicle ferry to,
to Strat, broke island, but also then havethe, the transit contract providing the,
the bus transit, , services on the island.
Some of these island destinations,we are, we really are.
(21:43):
You know, fundamental to the peoplethat call US Islands home, in terms of
how they get to and from the mainland.
Oh yeah.
Their transit are in the island.
But also, and importantly, providing agreat customer experience for, for all
the tourists that, that travel to theislands and really drive those economies.
So.
Now we, we, we, we take thatresponsibility pretty seriously
and know we, uh, a big part ofwhat makes those communities tick.
(22:06):
, and, and you know, thatthat's a good thing.
And we hope, hope we're doing a good job.
Paul Comfort (22:10):
All right, let's get a little esoteric here then.
Um, what do you think the best leadershipadvice is that you've ever received?
Graeme Legh (22:17):
Oh, that's a good one.
Uh, I've worked for some, I've workedfor some, I've worked for some great
leaders and they, the, the, the onesthat, uh, I've worked for always seem to
have their, their sayings, which simplifythings and, and yeah, make it clear, uh.
I mean, one that I, I come backto pretty often is, is a, is a,
is a pretty famous, famous quote.
Um, you know, something alongthe, to the effect of, you know,
(22:39):
if you cannot do great things,do small things in great ways.
Paul Comfort (22:43):
Oh, I like that.
, Graeme Legh (22:44):
in, in terms of the teams that I've led, I think.
That's one of the things that Ihope I've brought to the table in,
in helping them see through some ofthe complexity and, um, some of the
roadblocks that we're talking about.
You know, sometimes when you'represented with a problem, you know,
it all looks so big and complicated,it feels a bit insurmountable.
Uh, and I think one of the key jobsas a leader, , is helping your team
(23:08):
realize that you, every problem canbe broken down into small things.
And if you do those small things well.
You got every chance of actuallybeing successful in, in the big thing.
So know as I said, you know, big focusof mine is, you know, let, let's look
at the simple fundamental things wedo and do them really, really well.
And if we take that attitude into theproblems we face and our teams face
(23:29):
this day on a daily basis, you know, Ithink that's a good way to help them.
, work through some of the big challengesthat, that inevitably come up.
. Paul Comfort (23:37):
And final question, and you can add in anything you
want to here, Graham, at the end.
But I'm wondering what excites youmost about the future of mobility?
Both, you know, both where youoperate, but even around the world.
What, what is exciting you mostas you look through the horizon?
Graeme Legh (23:50):
Yeah, I mean, I think it, it's an industry as
you would know, Paul being.
Been around it for a long time,you know, from the outside it
doesn't look that exciting.
And you know, everyone just says,you, you run buses up and down the
street, you know what's going on there.
But I think once you're on the insideand you see what's happening, you know,
I think, I think I understand and I cansee that there's huge opportunities.
(24:11):
For, for this industry moving forward.
You know, there's some really bigmacro themes around the world that the
transport and transit industry are,you know, riding the tailwinds on.
You know, I think urbanization around theworld has been a big theme over, you know.
50 years plus going back.
And I think that's gonna continue,continue, um, uh, in, into the future.
(24:35):
Uh, and alongside that now, the morerecent theme of, of decarbonization
and working out how we do thingssustainably moving forward.
And I think the, the transitand mass transport industry.
Is really fundamental to making sureboth of those things are successful.
You know, we can't all, we can't allkeep moving to cities and, and not get
(24:55):
around and we can't achieve anythingthat, you know, politicians and other
people wanna achieve in terms of doingthings sustainably if, if, if we are
not, uh, utilizing mass transportation aseffectively and efficiently as possible.
So, you know, what excites meis, is, is trying to work out.
How our various mass transit opportunitiesaround the place can really, one, take
(25:19):
advantage of those, those themes, buttwo, you know, really be a key, uh,
solution to what is gonna be an ongoingproblem, you know, as far as we can,
as far as we look at in the future.
And I think that comeswith huge opportunities.
And if we can be the ones that cantake advantage of that and solve
some of those problems, you know, Ithink our business has got a, a long
(25:39):
road of, of success in front of it.
Paul Comfort (25:42):
Well, I wish you great success, Graham, in your new role as
CEO of Kelsey and group one of thelargest, uh, transportation companies,
not only in Australia, but the world.
We thank you for being a guest withus today on Transit Unplugged, and
hope to visit you again sometime inthe next couple years in Australia.
Maybe we'll come visitone of those islands.
Graeme Legh (25:58):
Yeah, no, definitely.
Let me know when you're back here, Pauland I would be very happy to take you
on one of those great ferry rides toone of the, one of the great islands.
So thank thanks.
Appreciate the to come on the showand uh, it's been a great talk.
Julie Gates (26:14):
Thank you for listening to this week's episode
of the Transit Unplugged Podcast.
We're so glad you're here.
My name is Julie Gates.
I'm the executive producer of theshow, and our goal is to create
programs that promote the great thingsgoing on in the transit industry
by providing you with behind thescenes access with industry executive
leadership so we can work together tofind innovative industry solutions.
(26:35):
We would love to have you be a partof the Transit Unplugged community by
having you sign up for our newsletter.
Head to the show notes to find the link.
Thanks for listening to Transit Unpluggedwith Paul Comfort, our favorite transit
evangelist, and we'll catch you next week.
Thanks for tuning in.
Graham, welcome to the show.
Thanks, Paul.
Great to, great to be chatting.
of course.
I'm near Annapolis, Maryland.
Where in the world are you?
Are you at today?
Graeme Legh (01:29):
I'm in Adelaide, in, in Australia, so it's probably not one of
the, the obvious cities that a lot of yourlisteners would've, would've heard of.
But it's the, I think it's thefourth or fifth largest city in, in
Australia, , down on the southern coastand the head office of, of Kelsey Group.
Paul Comfort (01:44):
That's great.
Yeah.
As you and I were just talkingabout in the Green room, I was able
to visit some of your operationsthere in Australia, and I was very
impressed by them and with your group.
So it's a real honor tohave you on the show today.
Graeme Legh (01:56):
Excellent.
Great, great to hear that.
Looking forward to the discussion
Paul Comfort (02:00):
now.
You had a fascinating internationalcareer, , from Australia to
the uk to Singapore and to theUS and now back to Australia.
, tell us about, you know, thatjourney some, and tell us some
about your, your company, Kelsey.
Graeme Legh (02:12):
I, I've learned, I've been been in the, the, the transit or bus
industry now for, for over 15 years,so, you know, quite, quite a long time.
And I, I've learned over thatperiod, there's probably two types of
people that end up in this industry.
The, the ones that are born intoit and, uh, , are in it for their
lives and ne never want get out.
And then the other ones like me whosort of fall into it, it was never.
(02:33):
On my list to, to be a, be a transportor or transit industry specialist.
But I happen to fall into anopportunity, , over 15 years ago now,
uh, and been been involved ever since.
And now the thing that has kept me,, involved in, in the business is over
that 15 plus year journey, the number ofopportunities we've had as a business,
(02:53):
but also just a number of opportunities.
In this space are, are huge.
And, and we continue to see thattoday and that's why I'm really
excited to take on, uh, this newrole leading the calcium group.
Um, as you mentioned, you know, we'vegot operations in Australia , where
the businesses we we're, we're.
Founded, um, founded, moved intothe UK and Singapore, and then more
(03:15):
recently with our acquisition of AllAboard America Holdings in the us.
So we've got our presence in somereally, really interesting markets, and
each of those markets has significantopportunities, which I think is, is
a great story for us moving forward.
And something.
I'm looking forward to capitalize on,uh, um, as I, as I step into the role
(03:35):
in terms of the, what Kelsey and does.
So fundamentally, we're,we're a transit operator.
The largest part of our business is inAustralia, running transit bus operations,
but we are a multimodal operator.
We also run Australia's largest.
Ferry passenger and, and vehicle ferryfleet, um, run to some of the, uh, world
(03:57):
renowned, , tourist destinations , inAustralia, some of some of the great
islands that Australia has, and thenoffshore in Singapore, we operate, uh.
Bus transit, uh, under contract to theLand Transport Authority in Singapore.
And we also operate transit operationsin the UK and Channel Islands.
And then where I've spent the lastcouple of years is running our All
(04:19):
Aboard America business in the us uh,where All Aboard America One is one
of the largest motor coach operatorsin the us So a little bit different.
To the transit background of, ofthe rest of, , the Kelian business.
, but again, in a, in a superexciting , space with huge amount
of, of growth in front of us.
, at the end of the day, you know, we runbuses like we, like we do in Australia.
(04:42):
So there's a lot of similarities betweenwhat we do, uh, in Australia and the us,
which is, you know, why we think that wasa great acquisition for us and has got
huge opportunities for us moving forward.
Paul Comfort (04:53):
Yeah.
While we're there on that topic,tell us a little bit more about All
American holding, uh, how it works andhow it fits into the calcium group.
It is a little bit different than the,than the work you do elsewhere, right?
I.
Graeme Legh (05:03):
Yeah, and it's, um, I mean we, as I said, one of the largest
motor coach operators in the us.
Uh, but we do fly a bit under the radar.
And the reason we do that is wereally operate six separate brands in,
in, in the various locations acrossthe south and southwest of the us.
, so the, the business, , is a combinationof those six market leading brands,
(05:23):
um, which are very well knownin, in their , local geographies.
, it was actually one of the things thatreally attracted us with the Kelsey
and hat on to the all aboard businessin, in originally in that, um, we like
the model that they had set up of.
The, , very strong local operatingbrands coming together , under
common ownership and commondirection of all Aboard holdings.
(05:46):
It's a very similar structure to theway our business has grown and developed
in Australia, where we also operate.
A number of diverse brands, , withthe leaders of tho those brands
given, , a lot of power to controltheir destiny and, and take their
business where they believe the bestopportunities are in their local market.
Under, , the single umbrella, umbrellaand guidance of Calcium Group, but
(06:10):
more specifically in the us the AllAboard America Holdings, uh, company.
Paul Comfort (06:15):
what's it like to take over a CEO of a major company
like this in the first month?
What's, what's it been like for you?
Graeme Legh (06:22):
It, it's obviously, you know, a big step up and, and a
big learning curve as it is steppinginto new role, into a new role.
I think the, the benefit that I've gotstepping into this role is, I think I
know the underlying business pretty well.
I've been involved over the last15 years in a large number of,
of the operations in Australiainternationally, and more recently.
(06:43):
Running, running our US business.
So I, I do think I, I know the underlyingbusiness very well, which is a, a, a,
a big headstart for me, but obviouslystepping into, , the group CEO role
comes with, , a number of challengesand responsibilities and everything
else that, that comes , with a job likethis, , um, you know, our, our business.
(07:04):
Like, like any business, ha has got somechallenges at the moment and getting
my head around those and working outhow we plot, uh, our best path forward
really so that, you know, we are in aposition to take advantage of some of
the really great growth opportunities to.
In the industry, in the jurisdictionsthat we operate, uh, it is really
(07:25):
gonna be my focus, um, because, youknow, some of these opportunities
don't come around that often.
And I think we, we've gotta makesure we're positioned internally
in the best possible way to takeadvantage of those opportunities.
, if and when they, they do come up.
Paul Comfort (07:40):
Yeah.
One of the things that I was, um,fascinated by during my trip there to
Australia just prior to US Thanksgiving,was how that everything is contracted
out, you know, fixed route rail.
Uh, here in the United States weseem to focus heavily on contracting
out paratransit van, service ondemand, those kind of things, and
a little bit of fixed drought.
But very different there in Australia.
(08:01):
Right?
I mean, pretty much you're the operatorof, of, of most of the transit services
in the places where you're at, right?
In other words, fixed routerail, light rail, all that.
I.
Graeme Legh (08:11):
Yeah.
Um, I mean, Australia, like,like the us uh, big country with,
with different states that liketo do things different ways.
Yeah.
So there is a bit of a, a diversityacross the different states of Australia,
but really, you know, the reason ourbusiness has grown to become, , one of
the largest operators in Australia is.
Through taking advantage of a waveof, , outsourcing and contracting that
(08:33):
governments have gone through in a numberof key jurisdictions , in Australia.
, obviously it's in our interest to saythis, but I think there's, there's
also a, a bunch of evidence to, to,to support it, to show that, you know,
governments, if they do this the rightway, governments and transit authorities
can get a really, really good outcome, through going down the contracting route.
Regardless of, of the mode, it isa bit narrow minded to only focus
(08:55):
on a small subset , of the overalltransportation, , requirements as,
as needing to be contracted out.
You know, I think the key thingis for, for governments to get the
model right and then, um, you know,follow through with that model.
Uh.
Not, not focused on the mode ofthe transportation, but focused
on getting the best outcomefor their, for their customers.
(09:16):
And I think there are a numberof jurisdictions in Australia
that have done that very well.
Paul Comfort (09:21):
Tell us about some of the innovations you're seeing in
the public transportation, , world.
You know, from your perspective,what are some of the innovations
in 2025 that you think arehaving an impact on the industry?
Graeme Legh (09:32):
Yeah, I mean in, in the Australian business at the moment,
you know, we are not probably at theforefront like some of the business in
Europe, but we are very rapidly movingto decarbonize, our transit bus fleets.
Obviously, that, that technology in itselfis, is a big innovation, a big change, and
should, you know, make public transportnetworks, uh, obviously more sustainable,
(09:53):
but hopefully, you know, more, morereliable and more customer friendly.
Our big focus is, um, working out how wecan best align with that new technology
to deliver significant efficienciesfor for our government clients.
You know, ultimately the way wegrow as a business is to show our
government clients that we operate thenetwork, , as efficiently as possible.
(10:15):
And you know, one of the ways we generategrowth for ourselves is by showing
them that making certain changes.
To, to look at how we operate thingsand better utilize our assets means
they essentially get more value formoney for every dollar that they need
to, to take from taxpayers to put intothe, the, the public transport network.
So with the change in technology to,uh, to battery electric buses in the
(10:39):
large part here in Australia, that doeschange the operating environment for us.
You know, it comes with, um,charging requirements, which are
different to the diesel fleet.
But at the same time, it comes with adifferent maintenance profile to what
we had with a diesel fleet, and we'revery focused on using our technologies
and our people ultimately to findthe optimal solution to deliver the
(11:01):
best value for money for our clients.
Given now they are the onesgenerally who are making the very,
very significant investments.
Both the buses and theinfrastructure as we move to a a
zero emission, , transit fleet.
So that's very much our, ourfocus in Australia is trying
to be the forefront of that.
And we are taking that focus,, elsewhere to, to our other operations.
(11:23):
Now, our business in the USbeing being motor coaches.
, is not gonna be on the same timelinelike, , some of our transit operations
into, in, in terms of moving to,uh, alternative powered vehicles.
You know, the diesel motor coach I thinkis gonna be around for a very long time.
But we are taking the learnings we'regenerating from the, the new technology
(11:44):
and the shift we're seeing in someof our other markets and making sure,
you know, when the shift does happen.
We are in the best possibleplace to take advantage of it.
Um, even in markets where, you know,that change is, is is further off.
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Paul Comfort (12:47):
What are some of your other priorities as a CEO that you're
hoping and your vision over the next 12to 24 months there at Kelsey and group,
you, you're publicly traded, right?
Graeme Legh (12:56):
Yeah, so we're a publicly traded company on the,
on the Australian stock change.
So, you know, that's one of the learningcurves for me is, uh, getting in, getting
the feel of of, of listening to ourinvestors and, and hearing what they,
what they have to say, uh, when we report.
, and obviously, you know, thatthat message is important.
I think we're in areally, really good spot.
I think, you know, we're ina great, part of the market.
(13:17):
There are significant opportunities andif we can get ourselves, um, in the,
to set up, in the best possible lightto take advantage of opportunities, I
think, you know, delivering the growththat our, uh, shareholders would like
to see is, is not gonna be a challenge.
, so my focus over the short to medium termis to, to really focus on what we do best.
(13:37):
, at the end of the day, you know,while all business is complicated,
especially these days, you know,what we really do is simple.
You know, we want to provide the bestpossible customer service for our,
for our customers, and fundamentallywe wanna deliver, you know, extremely
reliable and extremely safe.
Transportation.
, so my, my message to the team islet's focus on making sure we do those
(13:59):
simple things really, really well.
'cause if we do those, that, those,well, no, the other, um, transformational
changes and transformational growth andtaking advantage of the opportunities
that we're in front of us, you know,that'll take care of itself if we do
the simple things well and deliver,deliver for our customers and clients.
Paul Comfort (14:16):
All right, let's have some fun with some fun questions.
Now, uh, we've got throughall the serious stuff.
, um, like me, you travel a lot, right?
You've been across Australia,the uk, Singapore, and the us.
Uh, where do you get the best coffee?
Graeme Legh (14:28):
Oh look, Australia does a pretty good job of coffee.
Yeah, Melbourne
Paul Comfort (14:31):
coffee is great, man.
I think, uh,
Graeme Legh (14:34):
places, places like Adelaide and Melbourne, uh, hard,
hard to beat, especially, uh, when,when you travel a lot, uh, it's one
of the things I, one of the thingsI miss is, uh, is a really good, uh.
Coffee from the local coffeeshop back home in Australia?
Paul Comfort (14:47):
Yeah.
When I was there, uh, a couplemonths ago, every day we had, we had
coffee at a different place everyday and they were all amazing, man.
Nice.
It's,
Graeme Legh (14:55):
it's part of, it's part of everyday life here and part of
doing business, so you've gotta, yougotta enjoy coffee if you, if you
wanna do business in this country.
Paul Comfort (15:02):
That's great.
So when did you come to the us?
How long ago was that?
And did you, did you have anyculture shock when you came over?
Graeme Legh (15:08):
So Kelsey and acquired All Aboard America in June, 2023.
So I was there just short of two years.
, the original plan was to, to bethere a bit bit longer than that.
But, you know, there, there'sthis, there's a opportunity arose.
Yeah.
Opportunities arise and you ne younever plan these thi things outside.
And I'm spending just under two years.
So moved, moved the family across,uh, we were based in Brisbane,
(15:29):
in Australia before that, andmoved the family across to.
To Denver in Colorado whereall a boards head office is.
And we had an absolutely fantastic,uh, 18 months to two, two years.
Uh, I got two little girls and they,they'd never seen snow before, so Oh yeah.
They got to learn pretty quicklywhat a, what a real winter was
in, uh, the mountains of Colorado,which is, which is fantastic.
(15:51):
And they've, they've comeback to Australia now.
American accents.
So it's a, it's a very goodreminder of our, of our excellent
time that we had in, in the us.
Paul Comfort (15:59):
Yeah, Brisbane's amazing man.
And the Gold Coast and the Sunshine Coast.
Well, we were in the Sunshine Coastfor, we were there for the weekend.
Remember we went to thatzoo, uh, the Australia Zoo?
Yeah, yeah.
Go right in and pet the, uh, pet theanimals in there that we, I, I mean,
it was just such a relaxed, laid back.
Um, I said I could live here, man.
(16:21):
This place is great.
Graeme Legh (16:22):
Yeah, no, Colorado was great, but it is, uh, it's great being home.
So, you know, we're, we're pretty lucky.
We've lived in some, livedin some great places.
Paul Comfort (16:29):
What do you think the most, uh, understated skill
is that a transit CEO needs today?
, Graeme Legh: I mean.
I always look at our business, asI said, you know, it's very easy to
overcomplicate things and you know,we're a big business now and there
are very complicated aspects for it.
But at the end of the day, youknow, what we, what we do is simple.
And the thing that I always come back tois we are a people business in, in every
(16:53):
way that you look at it in terms of,you know, we fundamentally move people.
That's what we we're paid to do.
But more importantly, you know, we are apeople business in terms of our team and
our employees and the frontline staff.
We need to deliver for, for our customers.
So, um, you know, in terms of the, the,the biggest skill is, is understanding
how important the people are and reallybeing able to connect with the, the
(17:15):
very diverse range of people that weneed as a business to, to be successful.
Um, you know, right across.
The, the operation, uh, and across thedifferent geographies that we operate.
So that, that ability to connectwith people, I think is probably
the, the, the key one for me.
Um, having worked in both locations, what do you think
the biggest difference is betweenworking in the US and Australia?
Graeme Legh (17:38):
I.
Paul Comfort (17:39):
Um,
Graeme Legh (17:40):
you know, there, there are a lot of similarities, which is good
'cause I think it makes, you know, usgoing to the US and, and, and guys from
the US coming to Australia a a lot easier.
'cause fundamentally thereare a lot of similarities.
Probably the biggest thing that I learnedthat I, I really want to try and bring,
bring back to, you know, our Australianteam, but also just, you know, how the
people we, how, how, how we do businessin Australia is now I think Americans
(18:03):
doing business and the US doing business.
Uh, come at things with avery optimistic attitude.
, when I sat with my team and we lookedat the opportunities in front of us
when we're we're in, in the us, youknow, it was very much, you know,
what can we do to make this happen?
As opposed to, you know, sometimes in,in other parts, parts of the world,
it's, you know, these are the reasons,you know, we can't go and do this
(18:25):
and this is why it's all too hard.
And I think just.
Attacking problems and attackingopportunities with that really
optimistic, um, background, you know,makes a huge difference in terms
of how you're ultimately successfulin delivering some of those things.
So I, I, I think that's one ofthe things that I was super,
, impressed with in terms of.
(18:46):
Our team in the us but just the USgenerally, you know, the opportunities
that optimism they have to, to, to goafter opportunities as opposed to, you
know, sometimes seeing all the roadblockscome up as why we, why we can't do things.
Um, we, so that, that's one of the bigthings that I would love to bring out of
the US and bring back to our business.
That's very
Paul Comfort (19:05):
interesting.
Yeah.
I like that.
, do you have a favorite modeof public transportation?
You know, bus, ferry,train or something else?
Do, are you, like, do youride motorcycles or anything?
Yeah.
Yeah,
Graeme Legh (19:16):
we, um, as I said, we run a lot of ferries and, you know, some of our
ferry operations are pretty hard to beat.
Uh, going to work on a ferry,uh, down the Brisbane River
where I was from originally.
Yeah.
Or another place in Australia, you know,to, it's a not, sometimes, not the most
efficient way from a time point of viewto get to work, but a fantastic way
to arrive at work with a really goodmindset sitting on a ferry, reading
(19:38):
the paper or, or drinking a coffee.
So.
I think, I think ferry transport in,in the transit world is pretty hard
to beat and, you know, hard for, hardfor our, all of our bus operations
to compete with some of the greatferry services we run in Australia.
Yeah.
One of the ones that I didget pretty close to, I.
Is the, the Bustang MotorCoach Service in Colorado.
So that's a service that we run, uh,under contract to the COR Colorado
(20:01):
Department of Transport, running motorcoaches, um, from Denver primarily
to all the key locations in Colorado.
And one of the big service thatwe operate is, is, uh, along
the I 70 into the mountains.
So, um, given I, I quite like.
Skiing and having the opportunity tolive in Denver and, and do a bit of
skiing in Colorado, getting one of ourbustang buses up into the mountains,
(20:24):
um, was always a pretty good, prettygood transit experience as well.
Paul Comfort (20:28):
It is good.
Yeah, that sounds fun.
I love, uh, I love thelong distance rails.
Personally, I've done some amazing railtrips, , uh, even excursion rail, like
in Denver, it was Denver to Moab , it'sa great, , excursion train that's there.
It's good times.
Okay, a couple more questions,uh, just kind of fun stuff.
Um, I don't often get a chanceto ask fun questions, so I
wanted to throw it in with you.
(20:48):
, do you have a, well, lemme tellme about that island sum that you
guys own over there in Australiaand you've got service there.
You've got bus service to it, andyou've got ferries that go to it.
It's like an eco islandor something like that.
, Graeme Legh (20:59):
we've got a, a marine and tourism division in Australia that sits
alongside our bus division and, and thatdivision, uh, is fortunate enough to, to
run the ferry services to some fantasticislands and, and, you know, absolutely
beautiful places if, if people ever getto get a chance to, to come to Australia.
So there, there's a number of key ones.
There's Kangaroo Island, which is aservice in South Australia from Adelaide.
(21:21):
We run the ferry, but we also runa number of coach tours and other
tourism opportunities on the island.
And then, uh, in Queensland, again, werun, , the motor, , a vehicle ferry to,
to Strat, broke island, but also then havethe, the transit contract providing the,
the bus transit, , services on the island.
Some of these island destinations,we are, we really are.
(21:43):
You know, fundamental to the peoplethat call US Islands home, in terms of
how they get to and from the mainland.
Oh yeah.
Their transit are in the island.
But also, and importantly, providing agreat customer experience for, for all
the tourists that, that travel to theislands and really drive those economies.
So.
Now we, we, we, we take thatresponsibility pretty seriously
and know we, uh, a big part ofwhat makes those communities tick.
(22:06):
, and, and you know, thatthat's a good thing.
And we hope, hope we're doing a good job.
Paul Comfort (22:10):
All right, let's get a little esoteric here then.
Um, what do you think the best leadershipadvice is that you've ever received?
Graeme Legh (22:17):
Oh, that's a good one.
Uh, I've worked for some, I've workedfor some, I've worked for some great
leaders and they, the, the, the onesthat, uh, I've worked for always seem to
have their, their sayings, which simplifythings and, and yeah, make it clear, uh.
I mean, one that I, I come backto pretty often is, is a, is a,
is a pretty famous, famous quote.
Um, you know, something alongthe, to the effect of, you know,
(22:39):
if you cannot do great things,do small things in great ways.
Paul Comfort (22:43):
Oh, I like that.
, Graeme Legh (22:44):
in, in terms of the teams that I've led, I think.
That's one of the things that Ihope I've brought to the table in,
in helping them see through some ofthe complexity and, um, some of the
roadblocks that we're talking about.
You know, sometimes when you'represented with a problem, you know,
it all looks so big and complicated,it feels a bit insurmountable.
Uh, and I think one of the key jobsas a leader, , is helping your team
(23:08):
realize that you, every problem canbe broken down into small things.
And if you do those small things well.
You got every chance of actuallybeing successful in, in the big thing.
So know as I said, you know, big focusof mine is, you know, let, let's look
at the simple fundamental things wedo and do them really, really well.
And if we take that attitude into theproblems we face and our teams face
(23:29):
this day on a daily basis, you know, Ithink that's a good way to help them.
, work through some of the big challengesthat, that inevitably come up.
. Paul Comfort (23:37):
And final question, and you can add in anything you
want to here, Graham, at the end.
But I'm wondering what excites youmost about the future of mobility?
Both, you know, both where youoperate, but even around the world.
What, what is exciting you mostas you look through the horizon?
Graeme Legh (23:50):
Yeah, I mean, I think it, it's an industry as
you would know, Paul being.
Been around it for a long time,you know, from the outside it
doesn't look that exciting.
And you know, everyone just says,you, you run buses up and down the
street, you know what's going on there.
But I think once you're on the insideand you see what's happening, you know,
I think, I think I understand and I cansee that there's huge opportunities.
(24:11):
For, for this industry moving forward.
You know, there's some really bigmacro themes around the world that the
transport and transit industry are,you know, riding the tailwinds on.
You know, I think urbanization around theworld has been a big theme over, you know.
50 years plus going back.
And I think that's gonna continue,continue, um, uh, in, into the future.
(24:35):
Uh, and alongside that now, the morerecent theme of, of decarbonization
and working out how we do thingssustainably moving forward.
And I think the, the transitand mass transport industry.
Is really fundamental to making sureboth of those things are successful.
You know, we can't all, we can't allkeep moving to cities and, and not get
(24:55):
around and we can't achieve anythingthat, you know, politicians and other
people wanna achieve in terms of doingthings sustainably if, if, if we are
not, uh, utilizing mass transportation aseffectively and efficiently as possible.
So, you know, what excites meis, is, is trying to work out.
How our various mass transit opportunitiesaround the place can really, one, take
(25:19):
advantage of those, those themes, buttwo, you know, really be a key, uh,
solution to what is gonna be an ongoingproblem, you know, as far as we can,
as far as we look at in the future.
And I think that comeswith huge opportunities.
And if we can be the ones that cantake advantage of that and solve
some of those problems, you know, Ithink our business has got a, a long
(25:39):
road of, of success in front of it.
Paul Comfort (25:42):
Well, I wish you great success, Graham, in your new role as
CEO of Kelsey and group one of thelargest, uh, transportation companies,
not only in Australia, but the world.
We thank you for being a guest withus today on Transit Unplugged, and
hope to visit you again sometime inthe next couple years in Australia.
Maybe we'll come visitone of those islands.
Graeme Legh (25:58):
Yeah, no, definitely.
Let me know when you're back here, Pauland I would be very happy to take you
on one of those great ferry rides toone of the, one of the great islands.
So thank thanks.
Appreciate the to come on the showand uh, it's been a great talk.
Julie Gates (26:14):
Thank you for listening to this week's episode
of the Transit Unplugged Podcast.
We're so glad you're here.
My name is Julie Gates.
I'm the executive producer of theshow, and our goal is to create
programs that promote the great thingsgoing on in the transit industry
by providing you with behind thescenes access with industry executive
leadership so we can work together tofind innovative industry solutions.
(26:35):
We would love to have you be a partof the Transit Unplugged community by
having you sign up for our newsletter.
Head to the show notes to find the link.
Thanks for listening to Transit Unpluggedwith Paul Comfort, our favorite transit
evangelist, and we'll catch you next week.
Thanks for tuning in.
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