After years of uncertainty, the bus sector is regaining momentum. Visionary leaders and diverse teams are needed to take it forward
Stagecoach CEO Claire Miles brings a broad commercial perspective
Across the UK, buses are making a remarkable comeback. Once dismissed as the “poor relative” of public transport, they are now reclaiming their place at the heart of local mobility strategies. After years of uncertainty, the sector is regaining momentum, guided by a new generation of leaders, ambitious investment, and a renewed focus on communities. The story of buses today is not just about moving people from point A to point B, it is about connecting communities, creating opportunities, and tackling the social and environmental challenges of our time.
Passenger numbers are returning, fleets are becoming cleaner, and local authorities are taking back control of services in ways not seen since the 1980s. Behind these developments lies a quiet revolution: leaders who see buses not just as vehicles, but as instruments of equality, community connection, opportunity, and decarbonisation. These leaders are redefining the role of buses in modern society and showing that public transport can be a force for positive change.
A new generation of leaders
The future of bus transport depends on the vision and capability of its leaders. Today’s leaders are expected to combine commercial acumen with social purpose. Their mission goes beyond timetables and ticketing, it is about rebuilding trust, strengthening communities, and creating transport systems that people believe in. This requires a mindset that balances efficiency with empathy, innovation with inclusion, and profitability with purpose.
At Intuitive, in the two years since launching our dedicated Bus & Coach division, we’ve observed a clear trend: operators are seeking leaders with fresh perspectives. People who can connect commercial decisions to community outcomes, who understand that a well-designed bus network transforms lives, and who embrace innovation not as an end in itself, but as a tool to improve accessibility and experience.
Yet while progress is being made, the sector still has work to do in nurturing and attracting this new generation of leaders. The right leaders bring more than operational experience – they bring curiosity, creativity, and the courage to challenge traditional models.
Two recent appointments illustrate this evolving mindset:
Claire Miles – Stagecoach. Appointed CEO in 2023, Claire brings a broad commercial perspective from leadership roles at Yell and Centrica. Her appointment signals Stagecoach’s shift toward purpose-driven, responsible growth, with an emphasis on sustainability, employee engagement, and social impact.
Martijn Gilbert – Arriva UK Bus. Joining as Managing Director in 2025, Martijn has previously led Go North East, Reading Buses, and Lumo/Hull Trains. He is spearheading Arriva’s EV transition and driving operational innovation, reflecting the company’s commitment to sustainability and service excellence.
At Intuitive, our own placement data mirrors this trend. In 2024, 54% of appointments came from outside the sector, bringing fresh thinking and transferable skills, while 46% came from within, retaining vital operational knowledge. This combination of established expertise and new energy drives innovation, transfers best practice, and future-proofs the industry against emerging challenges.
The social value imperative
Bus reform in the UK is no longer just about efficiency or cost reduction. Communities now expect public transport to connect them to work, education, healthcare, and social opportunities. Reliable and accessible bus services reduce inequality, create opportunity, and rebuild public trust. For operators, this means designing networks around real community needs, engaging residents and investing in cleaner, safer, and more welcoming fleets.
Social value is emerging as a key performance metric. Success is no longer measured solely by revenue or passenger miles, but by tangible impacts on people’s lives: reducing social isolation, enabling greener travel, and improving daily experiences. Operators are increasingly exploring innovative partnerships with local authorities, charities, and educational institutions to ensure their services deliver maximum social benefit.
For example, several city councils are embedding social impact metrics into tender evaluations, rewarding operators who demonstrate reductions in carbon emissions, increased access for vulnerable populations, and improved customer satisfaction. This approach transforms buses from a service people “have to use” into a service communities actively rely upon.
Social impact and inclusive leadership
A bus network is only as strong as the people who run it. When the workforce reflects the communities it serves, everything improves: services feel more intuitive, trust increases, and passengers feel genuinely seen rather than “managed.” A diverse workforce brings real-world insight into local needs – from accessibility and cultural awareness to nuanced understandings of travel patterns – which directly translates into better journeys.
Diversity and inclusion are not merely ethical imperatives; they are performance advantages. A representative workforce broadens the talent pipeline, tackles skills shortages, and injects fresh thinking into a sector facing rapid technological and environmental change. Different people notice different needs, and when the workforce mirrors the passenger base across age, gender, background, ability, and culture, services are safer, more accessible, and far more welcoming.
At Intuitive, our commitment to inclusive leadership is reflected in our placements. For example, in 2024, 64% of our permanent placements were women, more than three times the industry average (according to Women in Bus and Coach/Women in Transport). Intuitive actively partner with charities, social enterprises, youth initiatives, and professional networks to widen access and spotlight opportunities for underrepresented groups.
Inclusive leadership changes not only who leads, but also what is possible. One of our clients summed it up perfectly: “When different voices are in the room, our strategy gets sharper, and our impact goes further.”
A representative leadership team and workforce sends a clear message: buses are
for everyone, and so is the industry that provides them.
A future built on inclusion
Transport is on the cusp of transformation, automation, digitalisation, and decarbonisation are reshaping how services operate. This is the perfect moment to modernise the culture of the sector too.
Bold thinking and a relentless focus on outcomes is needed
Let’s look closer at gender diversity… the question isn’t whether women belong in transport, they clearly do, and they’re excelling wherever they’re given the chance. The real question is: Will the sector redesign itself to make sure women can thrive here, not just survive here? Modern bus networks require leadership that is inclusive by design. That means ensuring women have equal opportunities in senior roles, investing in mentorship or even better, sponsorship, and dismantling long-standing barriers to progression. It also means embedding inclusive practices throughout recruitment, training, and day-to-day operations. When women thrive, the sector thrives.
This isn’t just aspirational thinking.Data shows that diverse teams outperform homogenous ones in problem-solving, customer understanding, and innovation, critical capabilities as the sector navigates the twin challenges of climate change and evolving commuter expectations. Inclusion isn’t a “nice-to-have”; it’s a business imperative.
Stronger powers, smarter services
Policy reform is helping fuel the bus comeback. The Bus Services Act 2025 gives local authorities in England new powers to shape services around community needs. Through franchising and partnerships, councils are creating cleaner, more reliable, and affordable networks. Integrated ticketing, zero-emission fleets, and simplified fares are no longer aspirational, they are rapidly becoming the norm.
Franchising, in particular, is proving transformative. By giving local authorities control over network design and standards, passengers benefit from more coherent, accessible, and reliable services. This
approach also supports environmental objectives, with many councils committing to all-electric or hybrid fleets as part of broader decarbonisation strategies.
Meanwhile, operators are investing in digital tools to improve the passenger experience. Real-time tracking and app-based journey planning make bus travel more convenient and predictable. These innovations not only improve service but demonstrate the sector’s commitment to modern, customer-focused solutions.
Confidence in the road ahead
Despite positive momentum, challenges remain. Uneven service levels, funding pressures, and residual disruption from past crises continue to pose obstacles. Yet optimism is returning. Cleaner fleets, fairer access, and bold, purpose-driven leadership are reshaping perceptions of what buses can deliver. Buses are more than a means of transport; they are lifelines that connect people to possibilities. As one transport executive reflected: “We’re not just running buses; we’re running hope.”
The Great Bus Comeback is ultimately a story about people: the communities that depend on buses, the passengers reclaiming them, and the leaders daring to make transport work for everyone. It is a story of resilience, innovation, and social responsibility, showing that when the sector puts people first, the benefits ripple far beyond the road.
Community-centric success stories
Across the UK, success stories demonstrate the tangible impact of these changes. In Bristol, Reading, and Newcastle, local authorities and operators have collaborated to introduce fully electric fleets, integrate ticketing systems, and create services tailored to underserved communities. Passenger satisfaction has risen, social isolation has declined, and cities are seeing measurable reductions in urban emissions.
These examples show what is possible when leadership, inclusion, technology, and social purpose converge. The message is clear: buses are no longer a fallback option, they are a frontline solution for sustainable, inclusive, and connected communities.
The Great Bus Comeback is, at its core, powered by people – visionary leaders, diverse teams, and passengers themselves. When the sector embraces innovation, inclusion, and purpose, it doesn’t just move people, it moves communities forward.
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.
Our people-powered Great Bus Comeback
by Passenger Transport on Dec 12, 2025 • 2:46 pm No CommentsAfter years of uncertainty, the bus sector is regaining momentum. Visionary leaders and diverse teams are needed to take it forward
Across the UK, buses are making a remarkable comeback. Once dismissed as the “poor relative” of public transport, they are now reclaiming their place at the heart of local mobility strategies. After years of uncertainty, the sector is regaining momentum, guided by a new generation of leaders, ambitious investment, and a renewed focus on communities. The story of buses today is not just about moving people from point A to point B, it is about connecting communities, creating opportunities, and tackling the social and environmental challenges of our time.
Passenger numbers are returning, fleets are becoming cleaner, and local authorities are taking back control of services in ways not seen since the 1980s. Behind these developments lies a quiet revolution: leaders who see buses not just as vehicles, but as instruments of equality, community connection, opportunity, and decarbonisation. These leaders are redefining the role of buses in modern society and showing that public transport can be a force for positive change.
A new generation of leaders
The future of bus transport depends on the vision and capability of its leaders. Today’s leaders are expected to combine commercial acumen with social purpose. Their mission goes beyond timetables and ticketing, it is about rebuilding trust, strengthening communities, and creating transport systems that people believe in. This requires a mindset that balances efficiency with empathy, innovation with inclusion, and profitability with purpose.
At Intuitive, in the two years since launching our dedicated Bus & Coach division, we’ve observed a clear trend: operators are seeking leaders with fresh perspectives. People who can connect commercial decisions to community outcomes, who understand that a well-designed bus network transforms lives, and who embrace innovation not as an end in itself, but as a tool to improve accessibility and experience.
Yet while progress is being made, the sector still has work to do in nurturing and attracting this new generation of leaders. The right leaders bring more than operational experience – they bring curiosity, creativity, and the courage to challenge traditional models.
Two recent appointments illustrate this evolving mindset:
At Intuitive, our own placement data mirrors this trend. In 2024, 54% of appointments came from outside the sector, bringing fresh thinking and transferable skills, while 46% came from within, retaining vital operational knowledge. This combination of established expertise and new energy drives innovation, transfers best practice, and future-proofs the industry against emerging challenges.
The social value imperative
Bus reform in the UK is no longer just about efficiency or cost reduction. Communities now expect public transport to connect them to work, education, healthcare, and social opportunities. Reliable and accessible bus services reduce inequality, create opportunity, and rebuild public trust. For operators, this means designing networks around real community needs, engaging residents and investing in cleaner, safer, and more welcoming fleets.
Social value is emerging as a key performance metric. Success is no longer measured solely by revenue or passenger miles, but by tangible impacts on people’s lives: reducing social isolation, enabling greener travel, and improving daily experiences. Operators are increasingly exploring innovative partnerships with local authorities, charities, and educational institutions to ensure their services deliver maximum social benefit.
For example, several city councils are embedding social impact metrics into tender evaluations, rewarding operators who demonstrate reductions in carbon emissions, increased access for vulnerable populations, and improved customer satisfaction. This approach transforms buses from a service people “have to use” into a service communities actively rely upon.
Social impact and inclusive leadership
A bus network is only as strong as the people who run it. When the workforce reflects the communities it serves, everything improves: services feel more intuitive, trust increases, and passengers feel genuinely seen rather than “managed.” A diverse workforce brings real-world insight into local needs – from accessibility and cultural awareness to nuanced understandings of travel patterns – which directly translates into better journeys.
Diversity and inclusion are not merely ethical imperatives; they are performance advantages. A representative workforce broadens the talent pipeline, tackles skills shortages, and injects fresh thinking into a sector facing rapid technological and environmental change. Different people notice different needs, and when the workforce mirrors the passenger base across age, gender, background, ability, and culture, services are safer, more accessible, and far more welcoming.
At Intuitive, our commitment to inclusive leadership is reflected in our placements. For example, in 2024, 64% of our permanent placements were women, more than three times the industry average (according to Women in Bus and Coach/Women in Transport). Intuitive actively partner with charities, social enterprises, youth initiatives, and professional networks to widen access and spotlight opportunities for underrepresented groups.
Inclusive leadership changes not only who leads, but also what is possible. One of our clients summed it up perfectly: “When different voices are in the room, our strategy gets sharper, and our impact goes further.”
A representative leadership team and workforce sends a clear message: buses are
for everyone, and so is the industry that provides them.
A future built on inclusion
Transport is on the cusp of transformation, automation, digitalisation, and decarbonisation are reshaping how services operate. This is the perfect moment to modernise the culture of the sector too.
Let’s look closer at gender diversity… the question isn’t whether women belong in transport, they clearly do, and they’re excelling wherever they’re given the chance. The real question is: Will the sector redesign itself to make sure women can thrive here, not just survive here? Modern bus networks require leadership that is inclusive by design. That means ensuring women have equal opportunities in senior roles, investing in mentorship or even better, sponsorship, and dismantling long-standing barriers to progression. It also means embedding inclusive practices throughout recruitment, training, and day-to-day operations. When women thrive, the sector thrives.
This isn’t just aspirational thinking.Data shows that diverse teams outperform homogenous ones in problem-solving, customer understanding, and innovation, critical capabilities as the sector navigates the twin challenges of climate change and evolving commuter expectations. Inclusion isn’t a “nice-to-have”; it’s a business imperative.
Stronger powers, smarter services
Policy reform is helping fuel the bus comeback. The Bus Services Act 2025 gives local authorities in England new powers to shape services around community needs. Through franchising and partnerships, councils are creating cleaner, more reliable, and affordable networks. Integrated ticketing, zero-emission fleets, and simplified fares are no longer aspirational, they are rapidly becoming the norm.
Franchising, in particular, is proving transformative. By giving local authorities control over network design and standards, passengers benefit from more coherent, accessible, and reliable services. This
approach also supports environmental objectives, with many councils committing to all-electric or hybrid fleets as part of broader decarbonisation strategies.
Meanwhile, operators are investing in digital tools to improve the passenger experience. Real-time tracking and app-based journey planning make bus travel more convenient and predictable. These innovations not only improve service but demonstrate the sector’s commitment to modern, customer-focused solutions.
Confidence in the road ahead
Despite positive momentum, challenges remain. Uneven service levels, funding pressures, and residual disruption from past crises continue to pose obstacles. Yet optimism is returning. Cleaner fleets, fairer access, and bold, purpose-driven leadership are reshaping perceptions of what buses can deliver. Buses are more than a means of transport; they are lifelines that connect people to possibilities. As one transport executive reflected: “We’re not just running buses; we’re running hope.”
The Great Bus Comeback is ultimately a story about people: the communities that depend on buses, the passengers reclaiming them, and the leaders daring to make transport work for everyone. It is a story of resilience, innovation, and social responsibility, showing that when the sector puts people first, the benefits ripple far beyond the road.
Community-centric success stories
Across the UK, success stories demonstrate the tangible impact of these changes. In Bristol, Reading, and Newcastle, local authorities and operators have collaborated to introduce fully electric fleets, integrate ticketing systems, and create services tailored to underserved communities. Passenger satisfaction has risen, social isolation has declined, and cities are seeing measurable reductions in urban emissions.
These examples show what is possible when leadership, inclusion, technology, and social purpose converge. The message is clear: buses are no longer a fallback option, they are a frontline solution for sustainable, inclusive, and connected communities.
The Great Bus Comeback is, at its core, powered by people – visionary leaders, diverse teams, and passengers themselves. When the sector embraces innovation, inclusion, and purpose, it doesn’t just move people, it moves communities forward.
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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