The competing demands on bus sector management are daunting, but it’s also a moment ripe with possibility for courageous leaders
‘When it comes to leadership the industry values a blend of deep sector knowledge and fresh, transferable thinking’
Speak to anyone running a bus network today, and you’ll hear the same refrain: “EAAO!!”.
Everything. All. At. Once.
This isn’t just a catchy phrase, it’s a reality. The bus sector is navigating a complex, fast-changing landscape where multiple challenges collide. As one bus leader said to me recently: “We are in unprecedented times. Different leadership is required.”
Another leader said: “It’s all encompassing at the moment…”
They’re right. The forces reshaping buses are immense, from political devolution to funding changes, commercial pressures, and employee relations challenges. These factors demand fresh thinking and robust leadership if the sector is to thrive, not just survive.
In this article, I’ll unpack the key drivers behind this EAAO moment, explore what kind of leadership the sector needs going forward, and reflect on recent insights from Intuitive’s own experience and wider industry conversations.
Politics has come home
One of the most profound shifts is political. Devolution and mayoral powers are bringing public transport decision-making closer to the communities served. This is a welcome move; local authorities and cities understand their people’s needs best.
But it also raises complexity. Public transport operators are no longer dealing with one central authority; instead, they must navigate relationships with multiple regional bodies. These bodies have their own priorities, pressures, and expectations, often with contrasting views on investment and service design. This shift is powerful because it can drive more tailored, responsive services. However, it requires operators to be agile politically and operationally. Local mayors and transport authorities increasingly expect partnership and transparency. Bus operators who succeed will be those who embed themselves into local networks and understand the nuances of each area.
Franchising is no longer theoretical
Bus franchising, once a controversial and theoretical debate, is now becoming mainstream. Love it or hate it, it’s here. With London’s model seen as a success and more cities moving towards franchising, operators face a reality where control shifts from private companies to public bodies.
Franchising offers the chance for integrated, coordinated networks, stable revenues, and clearer accountability. But it also means tighter oversight, contractual complexity, and pressure on margins.
For many operators, this means adapting to new ways of working and measuring success. It also raises strategic questions about innovation: how do you remain competitive and customer-focused within a franchised framework? It’s a delicate balance that requires leadership able to navigate new regulatory environments while pushing for operational excellence.
The funding window is open – for now
The recent announcement of significant funding for buses in England outside London is a landmark moment. In 2025, local transport authorities (LTAs) will receive £640m to improve services through Bus Service Improvement Plans (BSIPs). This is supplemented by £285m in Bus Service Operators Grant (BSOG) and £151m supporting the continued £3 fare cap.
This is an unprecedented injection of cash, a rare opportunity to rebuild networks, improve reliability, and attract customers back to public transport.
We are in unprecedented times. Different leadership is required
But here’s the catch: it’s temporary. Past cycles have shown that government funding can be short-lived and volatile. LTAs and operators must act decisively to convert this funding into lasting improvements and embed a culture of continuous innovation and efficiency.
In other words, the bus sector is racing against time to use this capital wisely and build momentum before the inevitable tightening of purse strings.
Skills shortages threaten recovery
The pandemic’s impact on workforce availability still lingers. From drivers and engineers to planners and digital specialists, skills shortages plague the sector. Retention is equally challenging with increased workload, pay pressures, and employee expectations for work-life balance. Without the right people in the right roles, investment in services and technology risks falling short. Leadership here isn’t just about strategy but, importantly, about creating workplaces where people want to stay and grow.
Commercial reality bites
Bus companies must navigate a tough commercial environment. Rising costs, from fuel to NI contributions, combined with public pressure to keep fares affordable and services frequent. Efficiency and cost reduction are the watchwords but cutting too deep risks degrading service quality and customer experience.
The challenge for leaders is to find innovative ways to reduce costs whilst improving the offer, through better data analytics, fleet electrification, smarter route planning, and digital ticketing – all whilst keeping teams engaged.
Engagement and employee relations
The sector’s workforce has endured turbulent times: pandemic disruption, shifting work patterns, and now structural changes due to franchising and commercial pressures. Rebuilding trust with colleagues is critical. Happy, motivated teams lead to better service reliability and customer experience. Leaders must cultivate open, honest communication channels and show empathy and respect. In challenging times, strong employee relations underpin organisational resilience.
The untapped power of social value
Buses have always been about more than getting people from A to B, they’re lifelines of opportunity, connection, and inclusion. When we talk about leadership for the bus sector’s “big moment,” we can’t ignore the wider social value it delivers. For every bus journey made, there’s an unseen ripple effect: access to jobs, education, healthcare, and social networks. Town centres thrive when people can reach them affordably. Air quality improves as car dependency falls. Communities stay connected, especially those at risk of isolation.
Investors and government alike are sharpening their focus on social return on investment (SROI). The latest funding rounds aren’t just about kilometres covered; they’re about tangible social impact. This means leadership teams must build strategies that marry commercial success with social purpose, measuring not just profits but the wider benefits delivered to communities.
Bold thinking and a relentless focus on outcomes is needed
Social value also reframes the EAAO challenge. Yes, there’s pressure – political, commercial, and operational but there’s also a profound opportunity. Leaders who embrace the full social value proposition of buses position their networks as indispensable civic assets, making them harder to cut when budgets tighten. In this context, bold leadership means more than operational acumen. It means standing up for buses as engines of economic growth, social mobility, and environmental resilience. Leaders who “get” this are the ones shaping the narrative, moving beyond survival mode to embed buses at the heart of a fairer, greener economy.
Voices from the industry
The call for courageous leadership is growing louder. At the Railway Industry Association’s Rail Devolution Event in July 2025, the message was clear: the transport sector is standing at a crossroads. Jason Prince, director at the Urban Transport Group, which works closely with Mayoral Authorities, summed it up perfectly: “We are at a transformational time in public transport where bold thinking and a relentless focus on outcomes is needed.”
At the event, one panel, featuring bus and MCA leaders, urged the industry to “get comfortable with being experimental.” Tobyn Hughes, director of transport at North East Combined Authority (NECA), described the current funding environment as a “gold dust” opportunity, a rare moment to reshape services and deliver real change – if leaders are ready to seize it.
Intuitive insights
Recently, we ran a LinkedIn poll simply asking: “Do you need sector expertise to be a Director in transport?”
The responses were telling:
28% said “Yes, you need sector expertise”;
38% said “Depends on the company and role”;
34% said “No, transferable skills work”.
The results highlight a consistent theme: when it comes to leadership the industry values a blend of deep sector knowledge and fresh, transferable thinking. People recognise that leadership in transport benefits from both hard-earned experience and new perspectives.
At Intuitive, our own placement stats reflect this: in 2024, 54% of the senior candidates we placed were new to the sector, while 46% came from within. This reinforces the message that the “sweet spot” lies in balance – sector know-how complemented by bold, unorthodox thinking.
So, what leadership is required?
Given this complex landscape, what leadership qualities will guide buses into a sustainable, thriving future? The bus sector is practical and experienced. It values leaders who “know their stuff.” But it also benefits immensely from those bringing fresh ideas, unorthodox thinking that challenges old ways and drives innovation. This balance is key. Too much insularity stifles creativity; too much outsider input risks ignoring sector realities.
What does this mean in practice?
Political savvy: Leaders must master local politics and form authentic partnerships with devolved authorities.
Regulatory agility: They should be comfortable operating within franchising frameworks and complex contracts.
Financial foresight: Understanding funding cycles and commercial pressures to maximise value without cutting corners.
Talent magnetism: Building teams that attract, retain, and nurture diverse skills.
Empathetic communication: Prioritising employee relations and customer experience.
Innovation champions: Encouraging new ways of thinking and embracing technology.
Calm decision-making: Steering the ship steadily amid constant change.
An uplifting conclusion
The bus sector faces a convergence of challenges unlike any before: political shifts, funding urgency, workforce issues, and rising expectations all at once. EAAO is daunting, but it’s also a moment ripe with possibility.
With the right mix of bold, fresh thinking and deep sector expertise, balanced with steady, calm leadership, buses can move beyond survival to become the engine of local economies, sustainability, and social inclusion.
The funding is there, the political will is growing, and the talent is emerging. What the sector needs now is leadership up to the moment, courageous, intuitive, and unafraid to lead buses boldly into the future.
That leadership isn’t just desirable. It’s essential.
ABOUT THE AUTHOR: Caroline Wilson is head of client engagement at Intuitive Talent Solutions. Caroline is a specialist in talent management, employee engagement and executive level recruitment. She was a founding board member of Women in Rail and former chair of Women in Northern Trains
This story appears inside the latest issue of Passenger Transport.
Bold leadership for bus’s big moment
by Passenger Transport on Aug 22, 2025 • 11:08 am No CommentsThe competing demands on bus sector management are daunting, but it’s also a moment ripe with possibility for courageous leaders
Speak to anyone running a bus network today, and you’ll hear the same refrain: “EAAO!!”.
Everything. All. At. Once.
This isn’t just a catchy phrase, it’s a reality. The bus sector is navigating a complex, fast-changing landscape where multiple challenges collide. As one bus leader said to me recently: “We are in unprecedented times. Different leadership is required.”
Another leader said: “It’s all encompassing at the moment…”
They’re right. The forces reshaping buses are immense, from political devolution to funding changes, commercial pressures, and employee relations challenges. These factors demand fresh thinking and robust leadership if the sector is to thrive, not just survive.
In this article, I’ll unpack the key drivers behind this EAAO moment, explore what kind of leadership the sector needs going forward, and reflect on recent insights from Intuitive’s own experience and wider industry conversations.
Politics has come home
One of the most profound shifts is political. Devolution and mayoral powers are bringing public transport decision-making closer to the communities served. This is a welcome move; local authorities and cities understand their people’s needs best.
But it also raises complexity. Public transport operators are no longer dealing with one central authority; instead, they must navigate relationships with multiple regional bodies. These bodies have their own priorities, pressures, and expectations, often with contrasting views on investment and service design. This shift is powerful because it can drive more tailored, responsive services. However, it requires operators to be agile politically and operationally. Local mayors and transport authorities increasingly expect partnership and transparency. Bus operators who succeed will be those who embed themselves into local networks and understand the nuances of each area.
Franchising is no longer theoretical
Bus franchising, once a controversial and theoretical debate, is now becoming mainstream. Love it or hate it, it’s here. With London’s model seen as a success and more cities moving towards franchising, operators face a reality where control shifts from private companies to public bodies.
Franchising offers the chance for integrated, coordinated networks, stable revenues, and clearer accountability. But it also means tighter oversight, contractual complexity, and pressure on margins.
For many operators, this means adapting to new ways of working and measuring success. It also raises strategic questions about innovation: how do you remain competitive and customer-focused within a franchised framework? It’s a delicate balance that requires leadership able to navigate new regulatory environments while pushing for operational excellence.
The funding window is open – for now
The recent announcement of significant funding for buses in England outside London is a landmark moment. In 2025, local transport authorities (LTAs) will receive £640m to improve services through Bus Service Improvement Plans (BSIPs). This is supplemented by £285m in Bus Service Operators Grant (BSOG) and £151m supporting the continued £3 fare cap.
This is an unprecedented injection of cash, a rare opportunity to rebuild networks, improve reliability, and attract customers back to public transport.
But here’s the catch: it’s temporary. Past cycles have shown that government funding can be short-lived and volatile. LTAs and operators must act decisively to convert this funding into lasting improvements and embed a culture of continuous innovation and efficiency.
In other words, the bus sector is racing against time to use this capital wisely and build momentum before the inevitable tightening of purse strings.
Skills shortages threaten recovery
The pandemic’s impact on workforce availability still lingers. From drivers and engineers to planners and digital specialists, skills shortages plague the sector. Retention is equally challenging with increased workload, pay pressures, and employee expectations for work-life balance. Without the right people in the right roles, investment in services and technology risks falling short. Leadership here isn’t just about strategy but, importantly, about creating workplaces where people want to stay and grow.
Commercial reality bites
Bus companies must navigate a tough commercial environment. Rising costs, from fuel to NI contributions, combined with public pressure to keep fares affordable and services frequent. Efficiency and cost reduction are the watchwords but cutting too deep risks degrading service quality and customer experience.
The challenge for leaders is to find innovative ways to reduce costs whilst improving the offer, through better data analytics, fleet electrification, smarter route planning, and digital ticketing – all whilst keeping teams engaged.
Engagement and employee relations
The sector’s workforce has endured turbulent times: pandemic disruption, shifting work patterns, and now structural changes due to franchising and commercial pressures. Rebuilding trust with colleagues is critical. Happy, motivated teams lead to better service reliability and customer experience. Leaders must cultivate open, honest communication channels and show empathy and respect. In challenging times, strong employee relations underpin organisational resilience.
The untapped power of social value
Buses have always been about more than getting people from A to B, they’re lifelines of opportunity, connection, and inclusion. When we talk about leadership for the bus sector’s “big moment,” we can’t ignore the wider social value it delivers. For every bus journey made, there’s an unseen ripple effect: access to jobs, education, healthcare, and social networks. Town centres thrive when people can reach them affordably. Air quality improves as car dependency falls. Communities stay connected, especially those at risk of isolation.
Investors and government alike are sharpening their focus on social return on investment (SROI). The latest funding rounds aren’t just about kilometres covered; they’re about tangible social impact. This means leadership teams must build strategies that marry commercial success with social purpose, measuring not just profits but the wider benefits delivered to communities.
Social value also reframes the EAAO challenge. Yes, there’s pressure – political, commercial, and operational but there’s also a profound opportunity. Leaders who embrace the full social value proposition of buses position their networks as indispensable civic assets, making them harder to cut when budgets tighten. In this context, bold leadership means more than operational acumen. It means standing up for buses as engines of economic growth, social mobility, and environmental resilience. Leaders who “get” this are the ones shaping the narrative, moving beyond survival mode to embed buses at the heart of a fairer, greener economy.
Voices from the industry
The call for courageous leadership is growing louder. At the Railway Industry Association’s Rail Devolution Event in July 2025, the message was clear: the transport sector is standing at a crossroads. Jason Prince, director at the Urban Transport Group, which works closely with Mayoral Authorities, summed it up perfectly: “We are at a transformational time in public transport where bold thinking and a relentless focus on outcomes is needed.”
At the event, one panel, featuring bus and MCA leaders, urged the industry to “get comfortable with being experimental.” Tobyn Hughes, director of transport at North East Combined Authority (NECA), described the current funding environment as a “gold dust” opportunity, a rare moment to reshape services and deliver real change – if leaders are ready to seize it.
Intuitive insights
Recently, we ran a LinkedIn poll simply asking: “Do you need sector expertise to be a Director in transport?”
The responses were telling:
The results highlight a consistent theme: when it comes to leadership the industry values a blend of deep sector knowledge and fresh, transferable thinking. People recognise that leadership in transport benefits from both hard-earned experience and new perspectives.
At Intuitive, our own placement stats reflect this: in 2024, 54% of the senior candidates we placed were new to the sector, while 46% came from within. This reinforces the message that the “sweet spot” lies in balance – sector know-how complemented by bold, unorthodox thinking.
So, what leadership is required?
Given this complex landscape, what leadership qualities will guide buses into a sustainable, thriving future? The bus sector is practical and experienced. It values leaders who “know their stuff.” But it also benefits immensely from those bringing fresh ideas, unorthodox thinking that challenges old ways and drives innovation. This balance is key. Too much insularity stifles creativity; too much outsider input risks ignoring sector realities.
What does this mean in practice?
An uplifting conclusion
The bus sector faces a convergence of challenges unlike any before: political shifts, funding urgency, workforce issues, and rising expectations all at once. EAAO is daunting, but it’s also a moment ripe with possibility.
With the right mix of bold, fresh thinking and deep sector expertise, balanced with steady, calm leadership, buses can move beyond survival to become the engine of local economies, sustainability, and social inclusion.
The funding is there, the political will is growing, and the talent is emerging. What the sector needs now is leadership up to the moment, courageous, intuitive, and unafraid to lead buses boldly into the future.
That leadership isn’t just desirable. It’s essential.
ABOUT THE AUTHOR: Caroline Wilson is head of client engagement at Intuitive Talent Solutions. Caroline is a specialist in talent management, employee engagement and executive level recruitment. She was a founding board member of Women in Rail and former chair of Women in Northern Trains
This story appears inside the latest issue of Passenger Transport.
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