A once-in-a-generation opportunity to rethink the railway
James Bain speaking at Transport Ticketing Global
BY Worldline’s Global COO James Bain
The UK rail industry stands at a watershed moment in its long and illustrious history.
It’s a chance we must seize immediately to ensure our communities and society as a whole can flourish for future generations – with rail its reliable backbone.
The creation of Great British Railways (GBR) and the government’s wider programme of rail reform represent the most significant structural shift in the sector for decades.
This is more than a governance change. It is an opportunity to rethink how the railway works, who it serves and how it creates value for the country.
GBR represents a real opportunity. Moments like this come along perhaps once in a career – the time to act is now, because we are unlikely to get a second chance.
The industry needs to be brave enough to embrace the type of changes that were on the lips of delegates’ agendas at this year’s Transport Ticketing Global event.
Rail has always been one of Britain’s most important national assets. It underpins economic activity, supports regional mobility and provides a sustainable alternative to more carbon-intensive forms of transport.
Yet the industry also faces significant challenges. Since the pandemic, public confidence in the railway has been tested and the financial model that has historically supported the network is under pressure.
Any changes cannot simply be about restructuring organisations. They must focus on the experience the railway provides to the people who use it.
In short the industry needs to shift its perspective from thinking about passengers to thinking about customers.
A railway built around customers, not structures
One of the core insights emerging from discussions across the industry is that rail has historically been designed around institutional boundaries rather than customer journeys.
Customers don’t think in terms of infrastructure owners, operators, retailers or regulators. They care about travelling from origin to destination reliably, affordably and with the least possible friction.
Otherwise the result is complexity that means confusing fares, fragmented retail channels and difficulty navigating different modes of transport.
Inclusion comes through convenience, not policy alone because when transport becomes effortless, it becomes truly inclusive.
For the industry, complexity can mean duplication, inefficiencies and barriers to innovation.
The ambition behind Great British Railways is to address these issues by creating a single guiding authority responsible for coordinating track, train and service delivery across the network.
Delivered effectively, this could create a far more coherent railway that’s easier to navigate and easier to manage.
Travel behaviour has changed
The change in travel behaviour following the COVID-19 pandemic can’t be underestimated.
Traditional and predictable weekday commuting has been replaced by more varied travel patterns. Leisure travel has grown while hybrid working means people now travel less frequently but expect greater flexibility when they do.
At the same time, customer expectations have shifted dramatically. Customers increasingly assume they can plan, book and pay for journeys via intuitive digital platforms. They expect seamless connections between different modes of transport and real-time information when disruption happens.
If rail is to remain competitive, it must meet those expectations.
Beyond selling tickets
The railway’s commercial model has historically focused heavily on the sale of tickets. And while fares will always remain a core revenue stream, this model alone is increasingly insufficient.
Rail has the potential to evolve into a platform-based ecosystem, enabling multimodal journeys, partnerships and new revenue streams beyond the farebox.
This kind of innovation is not theoretical. The technology already exists.
The challenge is not primarily technical. It is strategic.
The importance of sharing data
Central to successful rail reform is the development of a modern digital infrastructure that supports integrated services, better decision-making and improved customer experiences.
The railway generates vast amounts of data every day, yet much of it remains fragmented and held by its owners in fiefdoms. It annoys me when I give my data freely but the owners refuse to share it – because data is only truly effective if it’s shared.
Digital infrastructure must be seen as social infrastructure. It’s not just about payments or platforms, it’s about connecting citizens, cities and economies and presenting the network as one seamless experience rather than a collection of silos.
By bringing together data across the network and enabling responsible sharing, the industry could unlock significant benefits – from better forecasting and pricing to more responsive operations.
For customers, this would translate into clearer information, more flexible options and smoother journeys across multiple modes of transport.
Integration across the transport network
Rail does not exist in isolation but as part of a wider mobility ecosystem that includes buses, trams and emerging micro-mobility solutions.
GBR has the potential to position rail at the centre of a truly integrated transport network – enabling seamless, door-to-door journeys.
Realising that vision will require consistent digital standards, open data frameworks and strong collaboration between public and private sectors.
Reform must be bold
Many of the challenges facing the railway today stem from legacy systems and historic assumptions layered over time. Addressing them requires a willingness to rethink how the industry operates.
Customers expect seamless digital services. Governments expect better value. Society expects sustainability and growth.
Meeting those expectations requires transformation, not incremental change.
The moment to act
The creation of Great British Railways marks a rare moment when the industry has both the political mandate and structural framework to pursue meaningful transformation.
If reform succeeds in placing the customer at the centre, embracing digital innovation and building a truly integrated transport network, it will unlock enormous value for taxpayers and the wider economy.
This is a once-in-a-generation opportunity to reshape the railway. The industry, government and private sector has to seize it.
Rail reform and Great British Railways
by Passenger Transport on Mar 17, 2026 • 4:22 pm No CommentsA once-in-a-generation opportunity to rethink the railway
BY Worldline’s Global COO James Bain
The UK rail industry stands at a watershed moment in its long and illustrious history.
It’s a chance we must seize immediately to ensure our communities and society as a whole can flourish for future generations – with rail its reliable backbone.
The creation of Great British Railways (GBR) and the government’s wider programme of rail reform represent the most significant structural shift in the sector for decades.
This is more than a governance change. It is an opportunity to rethink how the railway works, who it serves and how it creates value for the country.
GBR represents a real opportunity. Moments like this come along perhaps once in a career – the time to act is now, because we are unlikely to get a second chance.
The industry needs to be brave enough to embrace the type of changes that were on the lips of delegates’ agendas at this year’s Transport Ticketing Global event.
Rail has always been one of Britain’s most important national assets. It underpins economic activity, supports regional mobility and provides a sustainable alternative to more carbon-intensive forms of transport.
Yet the industry also faces significant challenges. Since the pandemic, public confidence in the railway has been tested and the financial model that has historically supported the network is under pressure.
Any changes cannot simply be about restructuring organisations. They must focus on the experience the railway provides to the people who use it.
In short the industry needs to shift its perspective from thinking about passengers to thinking about customers.
A railway built around customers, not structures
One of the core insights emerging from discussions across the industry is that rail has historically been designed around institutional boundaries rather than customer journeys.
Customers don’t think in terms of infrastructure owners, operators, retailers or regulators. They care about travelling from origin to destination reliably, affordably and with the least possible friction.
Otherwise the result is complexity that means confusing fares, fragmented retail channels and difficulty navigating different modes of transport.
Inclusion comes through convenience, not policy alone because when transport becomes effortless, it becomes truly inclusive.
For the industry, complexity can mean duplication, inefficiencies and barriers to innovation.
The ambition behind Great British Railways is to address these issues by creating a single guiding authority responsible for coordinating track, train and service delivery across the network.
Delivered effectively, this could create a far more coherent railway that’s easier to navigate and easier to manage.
Travel behaviour has changed
The change in travel behaviour following the COVID-19 pandemic can’t be underestimated.
Traditional and predictable weekday commuting has been replaced by more varied travel patterns. Leisure travel has grown while hybrid working means people now travel less frequently but expect greater flexibility when they do.
At the same time, customer expectations have shifted dramatically. Customers increasingly assume they can plan, book and pay for journeys via intuitive digital platforms. They expect seamless connections between different modes of transport and real-time information when disruption happens.
If rail is to remain competitive, it must meet those expectations.
Beyond selling tickets
The railway’s commercial model has historically focused heavily on the sale of tickets. And while fares will always remain a core revenue stream, this model alone is increasingly insufficient.
Rail has the potential to evolve into a platform-based ecosystem, enabling multimodal journeys, partnerships and new revenue streams beyond the farebox.
This kind of innovation is not theoretical. The technology already exists.
The challenge is not primarily technical. It is strategic.
The importance of sharing data
Central to successful rail reform is the development of a modern digital infrastructure that supports integrated services, better decision-making and improved customer experiences.
The railway generates vast amounts of data every day, yet much of it remains fragmented and held by its owners in fiefdoms. It annoys me when I give my data freely but the owners refuse to share it – because data is only truly effective if it’s shared.
Digital infrastructure must be seen as social infrastructure. It’s not just about payments or platforms, it’s about connecting citizens, cities and economies and presenting the network as one seamless experience rather than a collection of silos.
By bringing together data across the network and enabling responsible sharing, the industry could unlock significant benefits – from better forecasting and pricing to more responsive operations.
For customers, this would translate into clearer information, more flexible options and smoother journeys across multiple modes of transport.
Integration across the transport network
Rail does not exist in isolation but as part of a wider mobility ecosystem that includes buses, trams and emerging micro-mobility solutions.
GBR has the potential to position rail at the centre of a truly integrated transport network – enabling seamless, door-to-door journeys.
Realising that vision will require consistent digital standards, open data frameworks and strong collaboration between public and private sectors.
Reform must be bold
Many of the challenges facing the railway today stem from legacy systems and historic assumptions layered over time. Addressing them requires a willingness to rethink how the industry operates.
Customers expect seamless digital services. Governments expect better value. Society expects sustainability and growth.
Meeting those expectations requires transformation, not incremental change.
The moment to act
The creation of Great British Railways marks a rare moment when the industry has both the political mandate and structural framework to pursue meaningful transformation.
If reform succeeds in placing the customer at the centre, embracing digital innovation and building a truly integrated transport network, it will unlock enormous value for taxpayers and the wider economy.
This is a once-in-a-generation opportunity to reshape the railway. The industry, government and private sector has to seize it.
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