May 14, 2025 • 27 mins
Michele Stiehler knows paratransit inside and out. After 35 years at New Jersey Transit, she brought her deep operational experience to Boston’s MBTA, where she now oversees one of the largest and most complex paratransit systems in the country.
In this episode, Paul Comfort talks with Michele about her leadership philosophy, the importance of frontline experience (hint: everyone on her team is expected to ride The RIDE), and how MBTA is investing in staff and technology to build a smarter, more responsive system. From wage increases and morale-building to a future-facing mobility center, Michele is focused on modernizing paratransit—without losing its human heart.
This episode covers:
Leadership lessons from decades in the field
Post-pandemic service recovery and staffing challenges
Technology upgrades and on-demand flexibility
What the future of accessible transportation might look like
Tune in for a grounded, thoughtful conversation about moving people—and an entire industry—forward.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:08):
Welcome back to Transit Unplugged,where we go inside the minds
of the people moving the world.
I'm Paul Comfort, your hostand today's guest is a true
force in public transportation.
It's Michelle Styler, she'sChief of Perran Services at the
Massachusetts Bay TransportationAuthority, or MBTA in Boston.
Michelle manages $162 million budgetand leads a team delivering over
(00:33):
1.5 million trips a year in one ofthe top 10 paratransit or on demand
paratransit systems in the country.
And she's driving realchange in paratransit.
Uh, she just renegotiated frontlinewages to boost retention, and she does
something that I think is very important.
She gets all of her staff.
To ride the service.
It's actually called the Ride.
So she's getting them, you know, whetheryou're hr, finance, it, procurement,
(00:56):
legal riding, the service that they'redelivering the back office services
and support for, but being out thereon the front line, uh, seeing the
passengers and the drivers, it's key.
I think they make it your, everyone isrowing the boat in the same direction, and
that's what she's making sure of there.
She's.
Raising the bar on service and innovation.
Not only that, she's been therefor three years at MBTA, but she
(01:17):
spent a full career, 35 yearsat New Jersey Transit, NJT.
Uh, she did finance policy planning there.
She started off her career thinkingshe wanted to go into social work
and like we talked about off camera,she kind of ended up doing that and
working in paratransit, leading twostate agencies, paratransit operations.
I don't know anyone else that's done that.
And, um.
(01:38):
Off the clock.
She's an avid traveler, a volunteer, anoutdoor adventurer, and she told us that
her entire family has been involved.
Her husband, her kids,they've all had jobs in public
transportation, a real family affair.
So today with her, we're gonna diveinto, you know, her philosophies,
uh, what she's learned over theyears, some, some nuggets of wisdom,
uh, over a long career in trans.
I think you're really gonnaenjoy this conversation just
(02:00):
like I did with Michelle Styler.
Let's get into it.
Paul Comfort (02:05):
Great to have with us today as our guest, Michelle
Styler, who is Chief of ParatransitServices at MBTA in Boston.
Michelle, thanks for being on the show.
Happy
Michele Stiehler (02:14):
to be here.
Thank you.
Paul Comfort (02:16):
Yeah, absolutely.
So, Michelle, you have one ofthe toughest jobs in the transit
industry if you ask me, which isleading a big paratransit system.
, So first off, kudos to you forthe work you've done there and
also at New Jersey Transit.
Uh, let's kick it off with a littlebit about, tell us a little about
your background and, uh, how yougot to where you're at, your story.
Michele Stiehler (02:35):
Sure, happy to.
So I've been in transportationmy entire career.
, I started at 18 years old.
, I picked up a part-time ticket agentposition in New Brunswick while
attending Rutgers my freshman year.
, One of the most.
Interesting job shortly after thatthat I held, uh, was as a rail
block operator where I operated the,, hx, , tower, , switches and signals.
(03:01):
, And from there I ended up movinginto the planning department.
, Had a lot of great mentors thatpersuaded me that my place was not
as a social worker, , and that Ishould remain at New Jersey Transit.
And I hopped around quite a bit.
From planning to policy, financeand budget, and ended my career at
(03:22):
New Jersey Transit and Paratransit.
And,
Paul Comfort (03:24):
and, uh, you were managing the paratransit
system for the state, right?
Michele Stiehler (03:28):
I was, uh, general manager of Paratransit for
New Jersey Transit and New JerseyTransit does cover the entire state.
, Paul Comfort (03:35):
So you did what, 20, 25 years there and then
you went up to, uh, Boston.
I. Something like that.
You don't, you don't haveto reveal your age, but
Michele Stiehler (03:43):
I guess I should correct that.
So yes, I will fess up.
Uh, I retired after 35years at New Jersey Transit.
Uh, I was contacted by a recruiter I hadnever envisioned, , leaving New Jersey.
, But it was an incredible opportunity,uh, and we were really excited.
And I often say that, , in New Jersey.
We kept a close eye on what was goingon at the M-B-E-T-A and they had done
(04:04):
some unique and innovative things.
So the idea of moving or endingmy career, uh, at, at the
M-B-E-T-A was really exciting.
Paul Comfort (04:12):
Yeah.
Now, do you mind if I bring upyour husband that he's in transit
too, and how you guys met?
I think that's a great love story.
Michele Stiehler (04:18):
Uh, you know, sure.
Uh, a little bit more background.
Uh, we were both hired and nowI'm really going into dates.
In 1987, uh, I was a ticket agentand he was in law enforcement and
there had been an armed robbery,uh, and he was actually assigned to
investigate, and that's how we met.
Paul Comfort (04:35):
Oh, wow.
Michele Stiehler (04:36):
Married seven years later, and both of our children,
, actually interned at New JerseyTransit, and my son is still working
there as a bus service planner.
So definitely a truetransportation family.
Paul Comfort (04:48):
Isn't that something?
And he spent his whole careerin public transportation, law
enforcement, that kind of a thing.
Michele Stiehler (04:54):
He did.
He moved from, uh, New Jersey Transit.
He spent a few years at the MTAis when the chiefs of police, I
think it was chief of Operations,uh, and then like, like the New
Paul Comfort (05:04):
York City MTA.
, Michele Stiehler (05:05):
Yes.
New York City, MTA Manhattan.
Okay.
Wow.
Yeah.
Yeah.
His office was in, uh, grand Central.
Uh, and then he ended up in San Diegoand we had an interesting bicoastal
relationship for a few years.
Paul Comfort (05:17):
Oh wow.
But now you're backtogether up in Boston, huh?
We are reunited, yeah.
That's great.
That's what I got.
A good friend that lives up there now.
Who runs Kolas, who used to run FirstTransit, he's in Boston now with Kolas.
He's the head of Kolas.
He tells me he loves Boston.
Michele Stiehler (05:30):
It's a small industry.
Uh, and how can you not love Boston?
Paul Comfort (05:34):
Yeah, yeah.
I'm looking forward to coming up there forthe after conference, uh, this September.
Uh, I think my wife mightcome up with me too.
It's uh, she's neverreally been to Boston.
I said, well, we can ride the train upthere, take Amtrak, and it'll be great.
Yeah, well we're,
Michele Stiehler (05:46):
we're planning a paratransit
technical tour, so hopefully, uh
Paul Comfort (05:50):
oh, that's good.
Maybe I should do that.
Yeah, that'd be fun.
All right, , speaking of MBTA and allthat, by the way, congratulations.
How long have you been there now at MBTA?
Uh,
Michele Stiehler (05:59):
just over three years here at the MBTA.
Okay,
Paul Comfort (06:01):
gotcha.
So talk to us about the MBTA.
What are some of the bigchallenges you've had there?
What's been happening in Perran?
And I know you kind of came, covidwas still a thing right when you got
there and it kind of became less or so.
Yes.
Yeah.
, Michele Stiehler (06:14):
So when I first started, , I joined January of 2022.
I think I took a week off in between jobs.
, There were a few people in the office.
There were three people on thefloor when I first started.
, It was an interesting time and someof what I was taxed with was emerging
from Covid, uh, and how we recover.
, So some of what we did herewas, , through that period of time.
(06:37):
, Invested in employees and Ithink that it's important, , to
acknowledge, , how necessary it isto, , recognize employees, but also
to make sure that they are, are paida decent wage and that morale is high.
, So we did two things.
, We revisited the contractsand increased wages.
(06:57):
For our contracted employees.
Uh, and that's to address a, a,a, an industry staffing shortage.
I think we were at some point between20 to 30% understaffed with drivers.
, We did the same for our call centerwhere we were understaffed, and then I
nearly doubled, , the team from 14 to 25.
(07:18):
, The team of MBTA employeesthat oversees our contracts.
. Paul Comfort (07:22):
We should explain that too, that pretty much
everything is contracted out.
Right?
, Michele Stiehler (07:26):
That actually, that's a great point.
So if I were to take a step back.
Yes.
, We contract out all of our services.
So we have our dedicated service providerswhich drive, , MBTA owned vehicles.
We have our non-dedicated serviceproviders that we use to operate,
uh, the Ride Flex program, whichis the same day demand service.
, And we contract at our operationscenter, which is a combination of
(07:48):
call center, , and true operationswith dispatch and scheduling.
Paul Comfort (07:52):
And, and also, uh, did you mention the other day that you
also outsource, a DA certification?
Michele Stiehler (07:57):
Oh, yes.
Thank you.
Yeah, thank you.
Keeping me on track.
Paul Comfort (08:00):
Yes.
That's all right.
So we
Michele Stiehler (08:01):
outsource and, and this is interesting and novel.
, And another reason why it was excitingto come to the MBTA, , because just
before I arrived, , we partnered withthe system wide accessibility team.
, To build, , the mobility Centerwhere we're doing both eligibility
and, uh, travel training.
So that to me is exciting.
(08:21):
It feels like a one stop shop.
Paul Comfort (08:23):
I just visited one of those out at, , Vegas, RTC mj Maynard
has it there, and it's actuallyin our Las Vegas TV show that's
airing right now on, on YouTube.
We show inside that, where they dotheir training and, and all that.
It's amazing.
So you guys are building one.
Michele Stiehler (08:38):
We are indeed.
So RTC is our inspiration.
Uh, okay.
And one of our directors actuallytravel out to Vegas, uh, to see family,
but made sure to do a site visit.
, So that is our inspiration.
There is an opportunity.
The MBTA purchased a building200 Newport Avenue in Quincy,
and we are going to consolidate.
Our transit operations there.
(08:59):
Track will move there this weekend.
That's our operation center andthen we're doing a significant
build out for the mobility center.
And what's exciting about thatis it will be on the ground
floor, it will be accessible.
, We are not going to have to retrofitanything we're gonna build out, uh,
as needed, but we hold that pictureof RTC, uh, up as our example.
(09:20):
Oh, that's
Paul Comfort (09:20):
great.
Yeah, they do a wonderful job out there.
MJ iss amazing.
, I've got another friend who runsmva, which is just outside of Boston.
His name is Noah Berger, and heruns, , a , fair free system there.
Do you guys interact with all theones around the city or you just
service Just the service area of MBTA.
Michele Stiehler (09:37):
Well, you know, that, that's another great question.
So we do do transfers to the otherRTAs, but I think it's important that
we build out those relationships.
And recently, uh, at apta, uh, I hadmet with, , a representative from
Ttra, , and we're setting up a sitevisit to observe their electric vehicles.
Okay.
Um, so we're, we're kind oflooking forward to that as well.
Paul Comfort (09:58):
Yeah, so you guys contract out everything at Paratransit and like I
was mentioning Brad Thomas with Keolis,I know they run the commuter rail.
Mm-hmm.
I had a good talk with, uh, RyanCallahan, your boss, the COO there.
Uh, also we talked about that.
By the way, Ryan's amazingisn't, he drives his own train
to work every day, or just
Michele Stiehler (10:15):
it's,
Paul Comfort (10:16):
I mean, you don't get many guys who are the COO who
keep their engineer's license.
Huh.
Michele Stiehler (10:21):
No, he is fantastic.
Paul Comfort (10:22):
Yeah.
Yeah.
And you, and, uh, there's acouple other guys on your team
that I've been good friends with.
Uh, David Gerstel was yourChief Digital Officer.
He was in the show a couple years ago.
He's still there, right?
, Michele Stiehler (10:32):
David's still there.
And we did a really fun project, uh,with him, , recently we called it Ride
Along, which was, , an app, I would sayan app, a link to track the, , vehicle
progress in real time, uh, that thecustomers were really happy with.
Paul Comfort (10:46):
Good.
And, and you just went througha big, long process on improving
your technology too, right?
Michele Stiehler (10:52):
We did, , after two years, , we awarded a new software
contract, , and we're really excitedwhat that brings, uh, to our customers.
Particularly.
There's a lot of customerfacing, , improvements.
Paul Comfort (11:04):
How many like, uh, people ride a day?
Give us a side of the scope.
'cause you have a pretty bigpair of transit service there.
Michele Stiehler (11:10):
So daily we're looking at about 4,000 trips a day.
Okay.
Uh, and we continue to seean increase year over year.
Paul Comfort (11:17):
Yeah.
And the costs for some reasonjust don't come down, do they?
Michele Stiehler (11:22):
Well, as somebody, yeah.
That's familiar with theparatransit industry.
Uh, we know that, , the cost per tripis expensive and more expensive than any
of the other modes of transportation.
And, you know, it's related tothe, the way we, um, deliver our
customers that personalized nature.
Paul Comfort (11:37):
Yeah.
So, um, what are you doingwith regard to all that?
I mean, are you working on newinnovations, new efficiencies,
those kind of things?
, Michele Stiehler (11:45):
Yes, actually.
So we're doing a, a lot of fun things.
, We're exploring alternateways, , to deliver trips.
Uh, you know, again, coming right outof that APTA conference, uh, there's a
lot of discussion about micro transit.
, , we like to get to a point now thatwe have sufficient drivers where we
can explore options about providing,uh, paratransit same day service.
(12:08):
one of the other itemsis, uh, electric vehicles.
We're really interestedin electric vehicles.
Uh, we're tracking and trending thatwe're in touch with our sister agencies.
Uh, and it said we're gonna do a sitevisit, but we, we have an electric
vehicle, uh, study underway right now.
Paul Comfort (12:24):
So, we're with Michelle Styler.
She is the, uh, chief ofParatransit Services at MBTA.
And when we come back right afterthis word, we're gonna dive into
her approach toward leadership
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Paul Comfort (13:15):
And we're back with Michelle Styler.
She's the chief of ParatransitServices at MBTA, one of the largest
paratransit systems in the country.
Uh, Michelle, do you know whereyou're ranked, like number
wise and the top systems?
I know when I was in Washington,DC managing that, I think we
were ranked fourth or fifth.
We had about seven or 8,000trips a day at the time.
And then of course, it all.
Went off the maps during Covidand now people are building back.
(13:37):
Where are you guys at?
Do you know?
Rank wise?
Michele Stiehler (13:39):
So I would wanna say, uh, top 10.
Yeah.
I couldn't use a specific number, butI know we're up there with respect
to the, the trips that we provide.
Paul Comfort (13:46):
Yeah.
And we're gonna dive into leadershipin just a minute, but let's talk
about the nature of paratransit, uh,which you and I care a lot about.
You know, you, you havespent a lot of your career.
I was just telling youyesterday, I was going to visit.
My old digs here in Queen Anne County,Maryland, meeting with the Director
of transportation there, Steven and,uh, Kathy Willis, who's head of the,
used to be the Department of Aging.
Now it's community services, butI started my career working for a
(14:09):
Department of Aging, working withelderly and people with disabilities,
and it's always been a passion of mine.
It's been a, uh.
Kind of a, a string, a redstring through my whole career.
Uh, and I know you care, passionate,but talk to us some about your passion
and, and why perran is important.
It is expensive, but to me, andI think you probably agree with
this, I mean, these are thepeople that need it the most.
(14:29):
So we really have to make sure we givethem the best service, in my opinion.
I.
Michele Stiehler (14:33):
Uh, you know what, and, and thank you, uh,
for, for an asking that question.
I can't think of anything more important.
Uh, the, it's a, uh, customers thatare underserved and it's challenging
and, um, it's really important.
The power transit service.
We, we talk, talk about it asa safety net, uh, for people
that can't use fixed root.
Um.
(14:53):
Ideally, you know, to me, if youwere to ask what my goal is, it's
to render paratransit, virtuallyobsolete, um, by ensuring that
all of the systems are accessible.
The reality is, I know we can't dothat, uh, but it's, uh, the service.
Itself, we, the customerswill book reservations.
It's a door to door service, socustomers get additional assistance
(15:16):
to and from the doors that theywill be help with packages.
They will be help helped boarding, , andexiting, uh, the vehicle as well.
, I think it's more important than anythingto, , promote paratransit and to let
customers know, uh, that that's an option.
, Also I think it's important for peopleto understand, , that this isn't, I.
(15:38):
Automatically provided that there's aneligibility process and the eligibility
process is in place to make sure the rightcustomers have access to that service.
, We're doing some great things here with,uh, working collaboratively with some of
the local advocates and advisory boards,and heavily focused now on the customer
experience, which I think is exciting.
(15:59):
, There's nothing more importantto me than listening.
, To our customers and to the public aboutwhat their needs are, but we're, we're
really doing some fun things here and, andhappy to incorporate the customer feedback
into our decisions moving forward.
Paul Comfort (16:14):
Let's talk about, , your approach toward leadership and
passion you have behind what you do.
Obviously, you're verypassionate about it.
You've, you've now led twostate agencies, uh, paratransit.
I don't know actually anyoneelse who's done that, by the way.
Michelle, who, you know, you were thehead of the whole state paratransit
and now MBTA is a state agency, eventhough just like MTA in Baltimore was,
we're a state agency even though weprimarily serve the Baltimore region.
(16:37):
, What drives you?
What motivates you?
You know, when you get up in the morning,what do you, what are you feeling like,
yeah, I want to go into work today.
Michele Stiehler (16:43):
You're really asking some great questions here.
So I, I can tell you that, , the team andthe service we provide motivates me and I
think it's a, a really unique department.
, And we're more connected to our customersthrough the nature of our service.
I. , We know our customer's names, we knowtheir addresses, where they travel to.
We can connect directly with them.
(17:04):
We often interact with them.
, So I think that the nature of our servicekeeps us really engaged and connected.
, I'm going to overlap a bit here,but with respect to leadership, um,
I believe in leading by example.
I get out there, I take trips,I interact with the customers.
I push every team member, they'reall required to get out in the field
(17:25):
and interact with our customers.
Paul Comfort (17:27):
Oh, that's good.
Yeah,
Michele Stiehler (17:28):
it, it's, it's really important and I find that sometimes,
, team members can get bogged down inmeeting their numbers and their goals and
forget that connection to our customersand the service we're delivering.
I think our team isreally good at doing that.
So when I wake up every day, Iam eager to get in and, and just.
Be better than the day before.
Paul Comfort (17:49):
My next book is gonna be on finding your X Factor, which is, uh, where
your interests and abilities intersect.
And that, I believe is the sweetspot to kind of reach your highest
potential and to wake up everyday with a fire in the belly.
And I remember as we were talkingabout my first job as a transportation
coordinator for the Department ofAging, we only had 15 vans, you
know, a small service in this county.
(18:11):
But I went home, I remembermy twenties every day.
Feeling like warm inside my heart is theonly way I can describe it, because I,
I knew what the work I did today meant.
And actually it was because, and I'vetalked about this a lot in my speeches.
It's because I was closest to thecustomers I. That job put me the
closest to the customers in any jobI've ever had the rest of my career.
(18:31):
And I love the fact that you say that'skey, getting you not only you out there,
but your staff, people who are in it,finance, procurement, legal, pr, they
all need to, I believe, and I'm wonder,it's wonderful that you're doing this.
Uh, they need to experience whatit is the service you're providing.
Do you agree?
Michele Stiehler (18:48):
I absolutely agree.
, And more often than not, when I, Itake a trip, I will ride anonymously.
I think it's important that nobodyknows who is on board that vehicle
and then provide discreet feedback.
, And sometimes, uh, I ride, uh, andsimply acknowledge that, just the
incredible work that those drivers do.
That frontline,
Paul Comfort (19:08):
yeah, let's talk about that.
Yeah.
Talk about the difference.
I mean, you know, I've run.
You know, big agencies, MTA, the11th, largest in the country.
And, um, I've seen the fixed routedrivers, the train drivers, but
man, the paratransit drivers talkto us about what a paratransit
driver actually does, what their jobdescription is, the reality of it.
Michele Stiehler (19:27):
You know what, it, it definitely takes a special kind of person.
, And being out there with the drivers isa lot of fun because more recently, I
think it was about three weeks ago, Iwas on board, uh, and we took the time
because the driver had time available intheir schedule to park and chat about what
their best day looked like, what theirworst day looked like, why they loved it.
It was somebody that was onthe job for over 20 years.
(19:50):
They loved helping people.
They enjoyed seeing thesame customers day to day.
They enjoyed the exchangeswith the customers about their,
their, their family members.
Uh, the doctor's appointment,they're going to the groceries.
They like helping them to the door.
, But I really find that, um, what Ihear and, and it echoes my feeling,
(20:12):
which is it's a very fulfilling job.
Yeah.
You build a connection.
Paul Comfort (20:16):
Hey, I want to jump into a little bit of a leadership
approach, uh, and as a leader,what's been your biggest lesson from
the past few years, would you say?
And and what advice wouldyou give to others navigating
change in public transportation?
Because clearly change is afoot inthe industry out of Washington and,
and with technology and with allthe, all the different priorities now
that we have to, to serve the public.
(20:38):
What are some of the lessonsyou've learned and what are
some advice you would give?
Michele Stiehler (20:41):
Wow.
Okay.
Well, when I think about,uh, the long career.
Uh, I've seen all types of leadership,, and I think that that allowed me
to refine and define who I am andwhat type of leader I want to be.
Uh, and from my perspective,it's certainly about empowerment.
Uh, there is nothing more excitingto me than being surrounded by.
(21:03):
My talented and brilliant team andbrainstorming and creative problem
solving, , I like having a comfortablespace where everybody can contribute.
, That being said, I don't have aproblem making those hard decisions.
, And.
Certainly supporting my teamas far as navigating changes.
, I've been in the industry a long timeand, uh, with administrations there often
(21:28):
come a lot of changes, uh, as for their,their patients as we work through this.
Um, as for, uh.
Agility and nimbleness to adaptquickly based on, on new requests.
And it's also because I've been in thebusiness a long time, you can almost
anticipate, uh, what direction we'reheaded in so I can prepare the team.
(21:49):
Uh, I know this is going to be coming,there's going to be an ask for data.
Let's get ahead of this.
Let's develop , a deck to explain whatit is we do and what our needs are.
, But I really feel that my, , careerhas come full circle here.
And I'm a far better leader now,uh, having learned from the past.
Paul Comfort (22:08):
That's wonderful.
You know, it reminds me of thatstory, uh, of a, a ship at sea.
There was a ship at sea and theengine went down with all the
passengers on it, and so no oneon board could fix the engine.
They called for help.
They brought in a guy byhelicopter who landed.
He went down, he checkedthe whole engine out.
He took out a small hammer.
He looked, and then he.
Tapped in a certain spot and theengine came on and they, uh, they
(22:31):
said, wow, you know, it's wonderful.
How much do we owe you?
He said, $10,000.
And they were like, $10,000.
How could it be so much?
It only took you five minutesand you just tapped in one place?
He said, well, it's $5.
, For the tap, it's $9,995for knowing where to tap.
And that is what comes from thewisdom and experience, I think,
of working in the industry of, uh,making decisions like you've had
(22:55):
to do in your leadership positions.
Absorbing the blow back because weknow there's a law of thermodynamics
that says, you know, for every actionthere's equin opposite reaction.
And then learning to adjust the thrust sothat you minimize the Perry and all that.
And, uh, these are the, the wisdomthat is forged in the crucible of
thousands of smaller decisions.
Talk about that some.
Michele Stiehler (23:17):
You're right.
So I, I actually, my role, I seemy role as, uh, an advocate for the
team, , to ensure that they have theresources that they need to do the job.
, I think of myself alsoas, , the pitch person.
You know, that we, we group togetherdetermine what we need and I have to shop.
(23:37):
That hitch.
, And also to your point, and Icouldn't think of a better story.
I really enjoyed that.
, But to your , point is that they haveto do it without worrying, without the
concerns that they have to know that I'mthere, that I support them, and there will
be no blowback that I will address it.
Paul Comfort (23:54):
Interesting.
That's good.
So, so you allow your employees aslong as they keep you informed and have
their heart in the right place and,uh, to make mistakes without kind of
sawing off the limb underneath them.
Michele Stiehler (24:05):
Yes.
And again, it's, I, I think it's havingbeen in the industry a long time and,
and refining, , and improving on what Ihave learned and what I have experienced.
But I do think it's important that theyhave a safe place that they can think.
, It's important that I'm always informed,, and I believe in building consensus.
But, , certainly when decisionshave to be made, uh, I'm
(24:25):
quite capable of making those.
But I really think it's important, uh,that we have individual contributors
as well as team contributors.
Paul Comfort (24:33):
That's wonderful.
Well wrap it all up for us.
Give us some closing thoughts youmight have about where you think we're
headed as an industry, , especiallythe paratransit industry, where
you think we should be headed.
Where are we headed?
Give us kind of a forward looking vision.
Michele Stiehler (24:45):
Hmm.
Well, um, that, that's a great question.
So again, I had mentioned that Iwas away at a conference, uh, and
I saw some truly inspiring things.
One of the things I was excitedabout , were, , autonomous vehicles.
Which we're in Austin.
, Where do I think we're headed?
Uh, I think, uh, I, I feel verypositive about, uh, the focus on
accessibility, building new systems,retrofitting existing systems.
(25:09):
I would like to believe that we'regoing to shift from, , shift more into
a training and education and informationmode in paratransit, , because there
will be more accessible transportation.
Okay, so we're thinking more along thelines of transportation as a service, uh,
where a customer identifies, or a memberof the public identifies where they wanna
(25:31):
travel, uh, based on their preferences.
Uh, and the best options are, areput together, uh, and, and posited
to the customer for them, uh, tomake the, to select the best option.
Paul Comfort (25:44):
Yeah.
That is an exciting future, isn't it?
Yeah.
I think we have a lot.
A lot of exciting things in our future.
I'm always an optimist.
I see the glass half full.
I think that we have an opportunity now,no matter what happens in Washington.
To focus on the core essentials ofcreating the wonderful transit system,
which in my mind, the four cornerstonesare safety, efficiency, reliability,
and world class customer service.
(26:04):
And I think if we focus everythingin our agencies and our services
around those core essentials,we're gonna be successful.
We're gonna make people understandthe value that we bring, you know,
commercially, environmentally.
Uh, the personal services that we provide,the economic development, uh, and we
have the opportunity, I think, to dothat even more so now in the future.
(26:26):
I think you've got a great example ofit there, Michelle, and I appreciate
you, uh, being our guest today on theshow and sharing with us some of your
passion, , for providing outstandingparatransit to people with disabilities.
Thank you for being on the show.
Michele Stiehler (26:37):
Thank you, Paul.
It was a pleasure.
Julie Gates (26:39):
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.
(27:00):
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.
Welcome back to Transit Unplugged,where we go inside the minds
of the people moving the world.
I'm Paul Comfort, your hostand today's guest is a true
force in public transportation.
It's Michelle Styler, she'sChief of Perran Services at the
Massachusetts Bay TransportationAuthority, or MBTA in Boston.
Michelle manages $162 million budgetand leads a team delivering over
(00:33):
1.5 million trips a year in one ofthe top 10 paratransit or on demand
paratransit systems in the country.
And she's driving realchange in paratransit.
Uh, she just renegotiated frontlinewages to boost retention, and she does
something that I think is very important.
She gets all of her staff.
To ride the service.
It's actually called the Ride.
So she's getting them, you know, whetheryou're hr, finance, it, procurement,
(00:56):
legal riding, the service that they'redelivering the back office services
and support for, but being out thereon the front line, uh, seeing the
passengers and the drivers, it's key.
I think they make it your, everyone isrowing the boat in the same direction, and
that's what she's making sure of there.
She's.
Raising the bar on service and innovation.
Not only that, she's been therefor three years at MBTA, but she
(01:17):
spent a full career, 35 yearsat New Jersey Transit, NJT.
Uh, she did finance policy planning there.
She started off her career thinkingshe wanted to go into social work
and like we talked about off camera,she kind of ended up doing that and
working in paratransit, leading twostate agencies, paratransit operations.
I don't know anyone else that's done that.
And, um.
(01:38):
Off the clock.
She's an avid traveler, a volunteer, anoutdoor adventurer, and she told us that
her entire family has been involved.
Her husband, her kids,they've all had jobs in public
transportation, a real family affair.
So today with her, we're gonna diveinto, you know, her philosophies,
uh, what she's learned over theyears, some, some nuggets of wisdom,
uh, over a long career in trans.
I think you're really gonnaenjoy this conversation just
(02:00):
like I did with Michelle Styler.
Let's get into it.
Paul Comfort (02:05):
Great to have with us today as our guest, Michelle
Styler, who is Chief of ParatransitServices at MBTA in Boston.
Michelle, thanks for being on the show.
Happy
Michele Stiehler (02:14):
to be here.
Thank you.
Paul Comfort (02:16):
Yeah, absolutely.
So, Michelle, you have one ofthe toughest jobs in the transit
industry if you ask me, which isleading a big paratransit system.
, So first off, kudos to you forthe work you've done there and
also at New Jersey Transit.
Uh, let's kick it off with a littlebit about, tell us a little about
your background and, uh, how yougot to where you're at, your story.
Michele Stiehler (02:35):
Sure, happy to.
So I've been in transportationmy entire career.
, I started at 18 years old.
, I picked up a part-time ticket agentposition in New Brunswick while
attending Rutgers my freshman year.
, One of the most.
Interesting job shortly after thatthat I held, uh, was as a rail
block operator where I operated the,, hx, , tower, , switches and signals.
(03:01):
, And from there I ended up movinginto the planning department.
, Had a lot of great mentors thatpersuaded me that my place was not
as a social worker, , and that Ishould remain at New Jersey Transit.
And I hopped around quite a bit.
From planning to policy, financeand budget, and ended my career at
(03:22):
New Jersey Transit and Paratransit.
And,
Paul Comfort (03:24):
and, uh, you were managing the paratransit
system for the state, right?
Michele Stiehler (03:28):
I was, uh, general manager of Paratransit for
New Jersey Transit and New JerseyTransit does cover the entire state.
, Paul Comfort (03:35):
So you did what, 20, 25 years there and then
you went up to, uh, Boston.
I. Something like that.
You don't, you don't haveto reveal your age, but
Michele Stiehler (03:43):
I guess I should correct that.
So yes, I will fess up.
Uh, I retired after 35years at New Jersey Transit.
Uh, I was contacted by a recruiter I hadnever envisioned, , leaving New Jersey.
, But it was an incredible opportunity,uh, and we were really excited.
And I often say that, , in New Jersey.
We kept a close eye on what was goingon at the M-B-E-T-A and they had done
(04:04):
some unique and innovative things.
So the idea of moving or endingmy career, uh, at, at the
M-B-E-T-A was really exciting.
Paul Comfort (04:12):
Yeah.
Now, do you mind if I bring upyour husband that he's in transit
too, and how you guys met?
I think that's a great love story.
Michele Stiehler (04:18):
Uh, you know, sure.
Uh, a little bit more background.
Uh, we were both hired and nowI'm really going into dates.
In 1987, uh, I was a ticket agentand he was in law enforcement and
there had been an armed robbery,uh, and he was actually assigned to
investigate, and that's how we met.
Paul Comfort (04:35):
Oh, wow.
Michele Stiehler (04:36):
Married seven years later, and both of our children,
, actually interned at New JerseyTransit, and my son is still working
there as a bus service planner.
So definitely a truetransportation family.
Paul Comfort (04:48):
Isn't that something?
And he spent his whole careerin public transportation, law
enforcement, that kind of a thing.
Michele Stiehler (04:54):
He did.
He moved from, uh, New Jersey Transit.
He spent a few years at the MTAis when the chiefs of police, I
think it was chief of Operations,uh, and then like, like the New
Paul Comfort (05:04):
York City MTA.
, Michele Stiehler (05:05):
Yes.
New York City, MTA Manhattan.
Okay.
Wow.
Yeah.
Yeah.
His office was in, uh, grand Central.
Uh, and then he ended up in San Diegoand we had an interesting bicoastal
relationship for a few years.
Paul Comfort (05:17):
Oh wow.
But now you're backtogether up in Boston, huh?
We are reunited, yeah.
That's great.
That's what I got.
A good friend that lives up there now.
Who runs Kolas, who used to run FirstTransit, he's in Boston now with Kolas.
He's the head of Kolas.
He tells me he loves Boston.
Michele Stiehler (05:30):
It's a small industry.
Uh, and how can you not love Boston?
Paul Comfort (05:34):
Yeah, yeah.
I'm looking forward to coming up there forthe after conference, uh, this September.
Uh, I think my wife mightcome up with me too.
It's uh, she's neverreally been to Boston.
I said, well, we can ride the train upthere, take Amtrak, and it'll be great.
Yeah, well we're,
Michele Stiehler (05:46):
we're planning a paratransit
technical tour, so hopefully, uh
Paul Comfort (05:50):
oh, that's good.
Maybe I should do that.
Yeah, that'd be fun.
All right, , speaking of MBTA and allthat, by the way, congratulations.
How long have you been there now at MBTA?
Uh,
Michele Stiehler (05:59):
just over three years here at the MBTA.
Okay,
Paul Comfort (06:01):
gotcha.
So talk to us about the MBTA.
What are some of the bigchallenges you've had there?
What's been happening in Perran?
And I know you kind of came, covidwas still a thing right when you got
there and it kind of became less or so.
Yes.
Yeah.
, Michele Stiehler (06:14):
So when I first started, , I joined January of 2022.
I think I took a week off in between jobs.
, There were a few people in the office.
There were three people on thefloor when I first started.
, It was an interesting time and someof what I was taxed with was emerging
from Covid, uh, and how we recover.
, So some of what we did herewas, , through that period of time.
(06:37):
, Invested in employees and Ithink that it's important, , to
acknowledge, , how necessary it isto, , recognize employees, but also
to make sure that they are, are paida decent wage and that morale is high.
, So we did two things.
, We revisited the contractsand increased wages.
(06:57):
For our contracted employees.
Uh, and that's to address a, a,a, an industry staffing shortage.
I think we were at some point between20 to 30% understaffed with drivers.
, We did the same for our call centerwhere we were understaffed, and then I
nearly doubled, , the team from 14 to 25.
(07:18):
, The team of MBTA employeesthat oversees our contracts.
. Paul Comfort (07:22):
We should explain that too, that pretty much
everything is contracted out.
Right?
, Michele Stiehler (07:26):
That actually, that's a great point.
So if I were to take a step back.
Yes.
, We contract out all of our services.
So we have our dedicated service providerswhich drive, , MBTA owned vehicles.
We have our non-dedicated serviceproviders that we use to operate,
uh, the Ride Flex program, whichis the same day demand service.
, And we contract at our operationscenter, which is a combination of
(07:48):
call center, , and true operationswith dispatch and scheduling.
Paul Comfort (07:52):
And, and also, uh, did you mention the other day that you
also outsource, a DA certification?
Michele Stiehler (07:57):
Oh, yes.
Thank you.
Yeah, thank you.
Keeping me on track.
Paul Comfort (08:00):
Yes.
That's all right.
So we
Michele Stiehler (08:01):
outsource and, and this is interesting and novel.
, And another reason why it was excitingto come to the MBTA, , because just
before I arrived, , we partnered withthe system wide accessibility team.
, To build, , the mobility Centerwhere we're doing both eligibility
and, uh, travel training.
So that to me is exciting.
(08:21):
It feels like a one stop shop.
Paul Comfort (08:23):
I just visited one of those out at, , Vegas, RTC mj Maynard
has it there, and it's actuallyin our Las Vegas TV show that's
airing right now on, on YouTube.
We show inside that, where they dotheir training and, and all that.
It's amazing.
So you guys are building one.
Michele Stiehler (08:38):
We are indeed.
So RTC is our inspiration.
Uh, okay.
And one of our directors actuallytravel out to Vegas, uh, to see family,
but made sure to do a site visit.
, So that is our inspiration.
There is an opportunity.
The MBTA purchased a building200 Newport Avenue in Quincy,
and we are going to consolidate.
Our transit operations there.
(08:59):
Track will move there this weekend.
That's our operation center andthen we're doing a significant
build out for the mobility center.
And what's exciting about thatis it will be on the ground
floor, it will be accessible.
, We are not going to have to retrofitanything we're gonna build out, uh,
as needed, but we hold that pictureof RTC, uh, up as our example.
(09:20):
Oh, that's
Paul Comfort (09:20):
great.
Yeah, they do a wonderful job out there.
MJ iss amazing.
, I've got another friend who runsmva, which is just outside of Boston.
His name is Noah Berger, and heruns, , a , fair free system there.
Do you guys interact with all theones around the city or you just
service Just the service area of MBTA.
Michele Stiehler (09:37):
Well, you know, that, that's another great question.
So we do do transfers to the otherRTAs, but I think it's important that
we build out those relationships.
And recently, uh, at apta, uh, I hadmet with, , a representative from
Ttra, , and we're setting up a sitevisit to observe their electric vehicles.
Okay.
Um, so we're, we're kind oflooking forward to that as well.
Paul Comfort (09:58):
Yeah, so you guys contract out everything at Paratransit and like I
was mentioning Brad Thomas with Keolis,I know they run the commuter rail.
Mm-hmm.
I had a good talk with, uh, RyanCallahan, your boss, the COO there.
Uh, also we talked about that.
By the way, Ryan's amazingisn't, he drives his own train
to work every day, or just
Michele Stiehler (10:15):
it's,
Paul Comfort (10:16):
I mean, you don't get many guys who are the COO who
keep their engineer's license.
Huh.
Michele Stiehler (10:21):
No, he is fantastic.
Paul Comfort (10:22):
Yeah.
Yeah.
And you, and, uh, there's acouple other guys on your team
that I've been good friends with.
Uh, David Gerstel was yourChief Digital Officer.
He was in the show a couple years ago.
He's still there, right?
, Michele Stiehler (10:32):
David's still there.
And we did a really fun project, uh,with him, , recently we called it Ride
Along, which was, , an app, I would sayan app, a link to track the, , vehicle
progress in real time, uh, that thecustomers were really happy with.
Paul Comfort (10:46):
Good.
And, and you just went througha big, long process on improving
your technology too, right?
Michele Stiehler (10:52):
We did, , after two years, , we awarded a new software
contract, , and we're really excitedwhat that brings, uh, to our customers.
Particularly.
There's a lot of customerfacing, , improvements.
Paul Comfort (11:04):
How many like, uh, people ride a day?
Give us a side of the scope.
'cause you have a pretty bigpair of transit service there.
Michele Stiehler (11:10):
So daily we're looking at about 4,000 trips a day.
Okay.
Uh, and we continue to seean increase year over year.
Paul Comfort (11:17):
Yeah.
And the costs for some reasonjust don't come down, do they?
Michele Stiehler (11:22):
Well, as somebody, yeah.
That's familiar with theparatransit industry.
Uh, we know that, , the cost per tripis expensive and more expensive than any
of the other modes of transportation.
And, you know, it's related tothe, the way we, um, deliver our
customers that personalized nature.
Paul Comfort (11:37):
Yeah.
So, um, what are you doingwith regard to all that?
I mean, are you working on newinnovations, new efficiencies,
those kind of things?
, Michele Stiehler (11:45):
Yes, actually.
So we're doing a, a lot of fun things.
, We're exploring alternateways, , to deliver trips.
Uh, you know, again, coming right outof that APTA conference, uh, there's a
lot of discussion about micro transit.
, , we like to get to a point now thatwe have sufficient drivers where we
can explore options about providing,uh, paratransit same day service.
(12:08):
one of the other itemsis, uh, electric vehicles.
We're really interestedin electric vehicles.
Uh, we're tracking and trending thatwe're in touch with our sister agencies.
Uh, and it said we're gonna do a sitevisit, but we, we have an electric
vehicle, uh, study underway right now.
Paul Comfort (12:24):
So, we're with Michelle Styler.
She is the, uh, chief ofParatransit Services at MBTA.
And when we come back right afterthis word, we're gonna dive into
her approach toward leadership
Julie Gates (12:35):
Hi, I am Julie Gates, executive producer at Transit Unplugged.
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Paul Comfort (13:15):
And we're back with Michelle Styler.
She's the chief of ParatransitServices at MBTA, one of the largest
paratransit systems in the country.
Uh, Michelle, do you know whereyou're ranked, like number
wise and the top systems?
I know when I was in Washington,DC managing that, I think we
were ranked fourth or fifth.
We had about seven or 8,000trips a day at the time.
And then of course, it all.
Went off the maps during Covidand now people are building back.
(13:37):
Where are you guys at?
Do you know?
Rank wise?
Michele Stiehler (13:39):
So I would wanna say, uh, top 10.
Yeah.
I couldn't use a specific number, butI know we're up there with respect
to the, the trips that we provide.
Paul Comfort (13:46):
Yeah.
And we're gonna dive into leadershipin just a minute, but let's talk
about the nature of paratransit, uh,which you and I care a lot about.
You know, you, you havespent a lot of your career.
I was just telling youyesterday, I was going to visit.
My old digs here in Queen Anne County,Maryland, meeting with the Director
of transportation there, Steven and,uh, Kathy Willis, who's head of the,
used to be the Department of Aging.
Now it's community services, butI started my career working for a
(14:09):
Department of Aging, working withelderly and people with disabilities,
and it's always been a passion of mine.
It's been a, uh.
Kind of a, a string, a redstring through my whole career.
Uh, and I know you care, passionate,but talk to us some about your passion
and, and why perran is important.
It is expensive, but to me, andI think you probably agree with
this, I mean, these are thepeople that need it the most.
(14:29):
So we really have to make sure we givethem the best service, in my opinion.
I.
Michele Stiehler (14:33):
Uh, you know what, and, and thank you, uh,
for, for an asking that question.
I can't think of anything more important.
Uh, the, it's a, uh, customers thatare underserved and it's challenging
and, um, it's really important.
The power transit service.
We, we talk, talk about it asa safety net, uh, for people
that can't use fixed root.
Um.
(14:53):
Ideally, you know, to me, if youwere to ask what my goal is, it's
to render paratransit, virtuallyobsolete, um, by ensuring that
all of the systems are accessible.
The reality is, I know we can't dothat, uh, but it's, uh, the service.
Itself, we, the customerswill book reservations.
It's a door to door service, socustomers get additional assistance
(15:16):
to and from the doors that theywill be help with packages.
They will be help helped boarding, , andexiting, uh, the vehicle as well.
, I think it's more important than anythingto, , promote paratransit and to let
customers know, uh, that that's an option.
, Also I think it's important for peopleto understand, , that this isn't, I.
(15:38):
Automatically provided that there's aneligibility process and the eligibility
process is in place to make sure the rightcustomers have access to that service.
, We're doing some great things here with,uh, working collaboratively with some of
the local advocates and advisory boards,and heavily focused now on the customer
experience, which I think is exciting.
(15:59):
, There's nothing more importantto me than listening.
, To our customers and to the public aboutwhat their needs are, but we're, we're
really doing some fun things here and, andhappy to incorporate the customer feedback
into our decisions moving forward.
Paul Comfort (16:14):
Let's talk about, , your approach toward leadership and
passion you have behind what you do.
Obviously, you're verypassionate about it.
You've, you've now led twostate agencies, uh, paratransit.
I don't know actually anyoneelse who's done that, by the way.
Michelle, who, you know, you were thehead of the whole state paratransit
and now MBTA is a state agency, eventhough just like MTA in Baltimore was,
we're a state agency even though weprimarily serve the Baltimore region.
(16:37):
, What drives you?
What motivates you?
You know, when you get up in the morning,what do you, what are you feeling like,
yeah, I want to go into work today.
Michele Stiehler (16:43):
You're really asking some great questions here.
So I, I can tell you that, , the team andthe service we provide motivates me and I
think it's a, a really unique department.
, And we're more connected to our customersthrough the nature of our service.
I. , We know our customer's names, we knowtheir addresses, where they travel to.
We can connect directly with them.
(17:04):
We often interact with them.
, So I think that the nature of our servicekeeps us really engaged and connected.
, I'm going to overlap a bit here,but with respect to leadership, um,
I believe in leading by example.
I get out there, I take trips,I interact with the customers.
I push every team member, they'reall required to get out in the field
(17:25):
and interact with our customers.
Paul Comfort (17:27):
Oh, that's good.
Yeah,
Michele Stiehler (17:28):
it, it's, it's really important and I find that sometimes,
, team members can get bogged down inmeeting their numbers and their goals and
forget that connection to our customersand the service we're delivering.
I think our team isreally good at doing that.
So when I wake up every day, Iam eager to get in and, and just.
Be better than the day before.
Paul Comfort (17:49):
My next book is gonna be on finding your X Factor, which is, uh, where
your interests and abilities intersect.
And that, I believe is the sweetspot to kind of reach your highest
potential and to wake up everyday with a fire in the belly.
And I remember as we were talkingabout my first job as a transportation
coordinator for the Department ofAging, we only had 15 vans, you
know, a small service in this county.
(18:11):
But I went home, I remembermy twenties every day.
Feeling like warm inside my heart is theonly way I can describe it, because I,
I knew what the work I did today meant.
And actually it was because, and I'vetalked about this a lot in my speeches.
It's because I was closest to thecustomers I. That job put me the
closest to the customers in any jobI've ever had the rest of my career.
(18:31):
And I love the fact that you say that'skey, getting you not only you out there,
but your staff, people who are in it,finance, procurement, legal, pr, they
all need to, I believe, and I'm wonder,it's wonderful that you're doing this.
Uh, they need to experience whatit is the service you're providing.
Do you agree?
Michele Stiehler (18:48):
I absolutely agree.
, And more often than not, when I, Itake a trip, I will ride anonymously.
I think it's important that nobodyknows who is on board that vehicle
and then provide discreet feedback.
, And sometimes, uh, I ride, uh, andsimply acknowledge that, just the
incredible work that those drivers do.
That frontline,
Paul Comfort (19:08):
yeah, let's talk about that.
Yeah.
Talk about the difference.
I mean, you know, I've run.
You know, big agencies, MTA, the11th, largest in the country.
And, um, I've seen the fixed routedrivers, the train drivers, but
man, the paratransit drivers talkto us about what a paratransit
driver actually does, what their jobdescription is, the reality of it.
Michele Stiehler (19:27):
You know what, it, it definitely takes a special kind of person.
, And being out there with the drivers isa lot of fun because more recently, I
think it was about three weeks ago, Iwas on board, uh, and we took the time
because the driver had time available intheir schedule to park and chat about what
their best day looked like, what theirworst day looked like, why they loved it.
It was somebody that was onthe job for over 20 years.
(19:50):
They loved helping people.
They enjoyed seeing thesame customers day to day.
They enjoyed the exchangeswith the customers about their,
their, their family members.
Uh, the doctor's appointment,they're going to the groceries.
They like helping them to the door.
, But I really find that, um, what Ihear and, and it echoes my feeling,
(20:12):
which is it's a very fulfilling job.
Yeah.
You build a connection.
Paul Comfort (20:16):
Hey, I want to jump into a little bit of a leadership
approach, uh, and as a leader,what's been your biggest lesson from
the past few years, would you say?
And and what advice wouldyou give to others navigating
change in public transportation?
Because clearly change is afoot inthe industry out of Washington and,
and with technology and with allthe, all the different priorities now
that we have to, to serve the public.
(20:38):
What are some of the lessonsyou've learned and what are
some advice you would give?
Michele Stiehler (20:41):
Wow.
Okay.
Well, when I think about,uh, the long career.
Uh, I've seen all types of leadership,, and I think that that allowed me
to refine and define who I am andwhat type of leader I want to be.
Uh, and from my perspective,it's certainly about empowerment.
Uh, there is nothing more excitingto me than being surrounded by.
(21:03):
My talented and brilliant team andbrainstorming and creative problem
solving, , I like having a comfortablespace where everybody can contribute.
, That being said, I don't have aproblem making those hard decisions.
, And.
Certainly supporting my teamas far as navigating changes.
, I've been in the industry a long timeand, uh, with administrations there often
(21:28):
come a lot of changes, uh, as for their,their patients as we work through this.
Um, as for, uh.
Agility and nimbleness to adaptquickly based on, on new requests.
And it's also because I've been in thebusiness a long time, you can almost
anticipate, uh, what direction we'reheaded in so I can prepare the team.
(21:49):
Uh, I know this is going to be coming,there's going to be an ask for data.
Let's get ahead of this.
Let's develop , a deck to explain whatit is we do and what our needs are.
, But I really feel that my, , careerhas come full circle here.
And I'm a far better leader now,uh, having learned from the past.
Paul Comfort (22:08):
That's wonderful.
You know, it reminds me of thatstory, uh, of a, a ship at sea.
There was a ship at sea and theengine went down with all the
passengers on it, and so no oneon board could fix the engine.
They called for help.
They brought in a guy byhelicopter who landed.
He went down, he checkedthe whole engine out.
He took out a small hammer.
He looked, and then he.
Tapped in a certain spot and theengine came on and they, uh, they
(22:31):
said, wow, you know, it's wonderful.
How much do we owe you?
He said, $10,000.
And they were like, $10,000.
How could it be so much?
It only took you five minutesand you just tapped in one place?
He said, well, it's $5.
, For the tap, it's $9,995for knowing where to tap.
And that is what comes from thewisdom and experience, I think,
of working in the industry of, uh,making decisions like you've had
(22:55):
to do in your leadership positions.
Absorbing the blow back because weknow there's a law of thermodynamics
that says, you know, for every actionthere's equin opposite reaction.
And then learning to adjust the thrust sothat you minimize the Perry and all that.
And, uh, these are the, the wisdomthat is forged in the crucible of
thousands of smaller decisions.
Talk about that some.
Michele Stiehler (23:17):
You're right.
So I, I actually, my role, I seemy role as, uh, an advocate for the
team, , to ensure that they have theresources that they need to do the job.
, I think of myself alsoas, , the pitch person.
You know, that we, we group togetherdetermine what we need and I have to shop.
(23:37):
That hitch.
, And also to your point, and Icouldn't think of a better story.
I really enjoyed that.
, But to your , point is that they haveto do it without worrying, without the
concerns that they have to know that I'mthere, that I support them, and there will
be no blowback that I will address it.
Paul Comfort (23:54):
Interesting.
That's good.
So, so you allow your employees aslong as they keep you informed and have
their heart in the right place and,uh, to make mistakes without kind of
sawing off the limb underneath them.
Michele Stiehler (24:05):
Yes.
And again, it's, I, I think it's havingbeen in the industry a long time and,
and refining, , and improving on what Ihave learned and what I have experienced.
But I do think it's important that theyhave a safe place that they can think.
, It's important that I'm always informed,, and I believe in building consensus.
But, , certainly when decisionshave to be made, uh, I'm
(24:25):
quite capable of making those.
But I really think it's important, uh,that we have individual contributors
as well as team contributors.
Paul Comfort (24:33):
That's wonderful.
Well wrap it all up for us.
Give us some closing thoughts youmight have about where you think we're
headed as an industry, , especiallythe paratransit industry, where
you think we should be headed.
Where are we headed?
Give us kind of a forward looking vision.
Michele Stiehler (24:45):
Hmm.
Well, um, that, that's a great question.
So again, I had mentioned that Iwas away at a conference, uh, and
I saw some truly inspiring things.
One of the things I was excitedabout , were, , autonomous vehicles.
Which we're in Austin.
, Where do I think we're headed?
Uh, I think, uh, I, I feel verypositive about, uh, the focus on
accessibility, building new systems,retrofitting existing systems.
(25:09):
I would like to believe that we'regoing to shift from, , shift more into
a training and education and informationmode in paratransit, , because there
will be more accessible transportation.
Okay, so we're thinking more along thelines of transportation as a service, uh,
where a customer identifies, or a memberof the public identifies where they wanna
(25:31):
travel, uh, based on their preferences.
Uh, and the best options are, areput together, uh, and, and posited
to the customer for them, uh, tomake the, to select the best option.
Paul Comfort (25:44):
Yeah.
That is an exciting future, isn't it?
Yeah.
I think we have a lot.
A lot of exciting things in our future.
I'm always an optimist.
I see the glass half full.
I think that we have an opportunity now,no matter what happens in Washington.
To focus on the core essentials ofcreating the wonderful transit system,
which in my mind, the four cornerstonesare safety, efficiency, reliability,
and world class customer service.
(26:04):
And I think if we focus everythingin our agencies and our services
around those core essentials,we're gonna be successful.
We're gonna make people understandthe value that we bring, you know,
commercially, environmentally.
Uh, the personal services that we provide,the economic development, uh, and we
have the opportunity, I think, to dothat even more so now in the future.
(26:26):
I think you've got a great example ofit there, Michelle, and I appreciate
you, uh, being our guest today on theshow and sharing with us some of your
passion, , for providing outstandingparatransit to people with disabilities.
Thank you for being on the show.
Michele Stiehler (26:37):
Thank you, Paul.
It was a pleasure.
Julie Gates (26:39):
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.
(27:00):
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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