It's the second lawsuit filed in the last year accusing the Verona-based software company of engaging in unlawful efforts to try to block competition.
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A new bipartisan bill would allow for local municipalities to decide whether to issue new tobacco bar licenses with indoor smoking for cigars and pipes.
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A cyberattack on a Wisconsin-based cell phone company has affected phone service for thousands of people over the last week.
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Port Washington is one step closer to bringing a 1,900-acre data center campus to the city. The common council has voted to annex about one-third of that land, and zoned it as a "Technology Campus District."
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Wisconsin customers and businesses purchased $38.9 billion worth of imported goods last year, but recent increases in U.S. tariffs have raised concerns about inflation, decreased availability of products and unintended effects to state manufacturing.
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Gov. Tony Evers is asking the Trump administration to designate Douglas County as an underutilized area to help businesses compete for federal contracts and weather the upcoming Blatnik Bridge replacement.
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Wisconsin high school coaches and athletic directors are preparing students for marketing opportunities and the rules that come with them.
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Not quite a month after Lippert Components acquired Trans/Air Manufacturing, the company announced it is adding Freedman Seating Company to its school transportation portfolio.
Lippert, a subsidiary of LCI Industries, announced Tuesday it acquired all the business assets of Freedman, an Illinois-based manufacturer of transportation seating solutions. The terms of the deal were not disclosed at this report.
Freedman has been a family-owned company since 1884, providing a variety of seating solutions to the bus, rail, marine, delivery truck, specialty and commercial vehicle markets. Following the acquisition, a press release states the seating operations will continue out of Chicago for the foreseeable future.
Dan Cohen, president of Freedman, told School Transportation News that over the years, many companies have expressed interest in acquiring Freedman Seating.
“We’ve always listened, but we’ve been very deliberate about saying no when it didn’t feel like the right fit,” he said. “It was never just about selling the business. It was about finding a partner who shares our business values, who respects the culture we’ve built and who sees the same potential in our people and products. After thoughtful conversations and a lot of due diligence, we’re excited we’ve found that partner in Lippert. This acquisition gives us the opportunity to build on our legacy, expand our reach and invest even more in our team.”
Cohen said Lippert shares many of the same principles that have guided Freedman for generations. These principles include a focus on quality, long-term growth and putting people first. Lippert is also a family-owned business dating to 1959.
“Under their umbrella, we’ll have greater resources to pursue new markets, improve customer experience and develop new products, all while continuing to invest in the incredible people that made this possible,” he continued.
Related: Trans/Air Says Acquisition a Strategic Business, Culture Move for Family-Run Company
Related: Infrastructure Investor I Squared to Acquire National Express School Bus Contractors
Related: Quebec Government Passes on Saving Lion Electric, Company’s End Appears Imminent
Cohen noted that for the most part, Freedman will do business as usual. There will be title changes due to the corporate structure, but the entire management team is staying on with Lippert.
“Customers should expect to receive the same great quality and service they have for over 130 years with new benefits coming from our being part of a larger organization with greater resources,” Cohen added.
Meanwhile, Ryan Smith, group president of Lippert’s North American OEM operations, said in a press release that Freedman is a welcome addition to the Lippert family.
“Between the two companies, we have almost 200 years combined of family leadership and there’s not too many organizations that can claim that,” he continued. “We’re excited to add Freedman’s seating line to our growing portfolio of bus and transportation vehicle products and with our combined leadership teams we will be able to offer a better-than-ever customer experience to our partners in these industries.”
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Harley-Davidson started the year with a double digit sales decline from the start of 2024, as the company navigates a shaky economy and an internal corporate power struggle.
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An engineer works at a cargo port storage yard. Tariffs imposed by President Donald Trump have generated uncertainty about the economy for many businesses and consumers, according to economic forecasters. (Photo by Vithun Khamsong/Getty Images)
Over a buffet lunch Wednesday, a roomful of bankers got a mixed picture of the national economy in the short term. For Wisconsin, the longer term outlook appears more certain, although there may be little comfort from that.
Speaking at an economic forecast luncheon hosted by the Wisconsin Bankers Association and the news outlet WisBusiness, part of WisPolitcs.com, Dale Knapp, director of research at Forward Analytics, reviewed the persistent demographic slump that has put Wisconsin on a troubling trajectory for the coming decades.
That trajectory has been evident already for some 20 years, Knapp said, and it centers on the population bulge from baby boomers — people born between 1946 and 1964. That generation was 65% more numerous than the group born in the previous 19-year period, he said. And the subsequent generations have been about 20% smaller in number or even less.
The baby boom produced an explosion of demand for everything from toys to homes to schools and universities, Knapp observed. Now the last of that generation is passing into retirement, and with smaller populations in the generations that follow there are “worker shortages all across the state,” Knapp said.
Between 2020 and 2040, the working age population, ages 18 to 64, is projected to fall by 15% on average in all but six Wisconsin counties, Knapp said. Automation may pick up the slack in some industries, including manufacturing and possibly fast food service, he suggested.
Immigration is another remedy, Knapp said — but also “a challenge given what’s going on in the White House now.”
“We need to fix the border problem to a degree,” Knapp said. “If you do that, then maybe you can get the two parties in Washington together and say, ‘OK, we need to fix legal immigration by expanding it.'”
Knapp’s other proffered solution is to invest funds to offer families $16,000 to move to Wisconsin from out of state. With 3,000 families a year, the money could be repaid with the added income and sales tax revenues, “and we could fund it forever,” he said.
Outlining the current state of the nation’s pocketbook and its near-term forecast, economist Andrea Sorensen of US Bank in Minneapolis said that the economy “is actually doing probably better than most people think.”
That’s despite the uncertainty that has ballooned since President Donald Trump took office in January, she said. That uncertainty also looms over the horizon, however.
The nation’s Gross Domestic Product (GDP) — the broadest measure of the overall economy — has been growing by more than 2% over the last couple of years through the end of 2024.
Data issued Wednesday morning showed GDP shrank 0.3% in the first quarter. Sorensen said that was for an unusual reason, however.
U.S. businesses stocked up on goods from overseas to get ahead of the tariffs Trump imposed after taking office, she said. She attributed the slight first-quarter dip to those imports, because their value is subtracted from GDP.
The GDP estimate released Wednesday is the first of three that will be produced for the quarter, and Sorensen said her economic team believes the next two estimates will be better.
She views other indicators as relatively favorable.
The national labor market remains strong. Month-to-month employment growth has cooled some since the hiring spikes that followed the economic crash from the COVID-19 pandemic. Still, “we still consider it to be quite healthy,” she said.
“People who have jobs have money to spend,” Sorensen said. “So as long as the labor market is holding up, we think the economy could be OK.”
Consumer spending also remains strong, she said, even though surveys show dramatic declines in both consumer and business confidence.
“We know it means people are not happy and they don’t have high hopes,” Sorensen said. “But if we’re talking recession, that sort of depressed sentiment needs to translate into actual economic activity. And so far, it hasn’t. And we’re not actually sure if it will.”
The Trump administration’s tariff policies, however, remain a major wild card.
A broad 10% tax on imports that took effect April 5 remains in place with a few exceptions. Tariffs of up to 50% on about 60 countries are on a 90-day pause. An active tariff remains on goods from China — initially 125% and more recently raised to 145%.
Overall that’s netted out to a U.S. effective tariff rate — the net tariff on all imports from other countries — between 25% and 30%. That’s 10 times the effective tariff rate of 2.5% a year ago.
“This hasn’t happened in over 100 years,” Sorensen said. “The economy is just structurally very different, and we can try to make forecasts and comparisons — and we do all day every day — but we don’t know. There is just so much unknown what this will do.”
For that reason, economic uncertainty is “sky high,” she continued. “I don’t think anyone really knows what’s going on.”
Businesses “are kind of paralyzed,” Sorensen said. “How can you make a business investment decision if you have no idea what tariffs are going to be tomorrow, next week, next year?”
Some larger employers have already begun announcing plans to reshore work in the U.S. But Sorensen said in response to one audience member’s question that isn’t an option for many smaller employers.
A company that sources products overseas might gain a temporary advantage by returning production to the U.S., she said.
“They can’t risk making the wrong choice,” however, Sorensen said. “What we’re hearing is they don’t trust that that tariff will remain in place. So, they can’t make the investment decisions to bring production back to the U.S. because they might want to undo it again as soon as policy changes.”
In addition, “our supply chains are so intertwined that everything has some input that’s imported,” she said.
Tariffs will also squeeze low- and middle-income households, where spending takes a larger share of their earnings — “households that were already struggling,” Sorensen said.
Migration presents another pressure point. Policies to reduce immigration and deport immigrants will hurt some states and some sectors of the economy more than others, she said.
Yet an additional unknown is how the escalating trade conflicts with the rest of the world will affect services — where the U.S. has a trade surplus.
“President Trump has never mentioned that, because he probably doesn’t want us to know that, right? It makes trade look a little more fair, but that’s not the story he wants,” Sorensen said.
So far, other countries haven’t targeted U.S. services in retaliation for the tariffs it has imposed.
Nevertheless, “if countries really want to get us economically, they would go after services,” Sorensen said.
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The auction of electric school bus and truck manufacturer Lion Electric Company is moving forward after a last-ditch effort to obtain government funding from the province of Quebec fell through.
Christine Fréchette, Quebec’s minister of economy, innovation and energy, posted on X last week that the Quebec government will not reinvest in Lion after passing on a recovery plan that was submitted to save the manufacturer but on a limited scale.
“This is a difficult, but responsible decision. It’s a local company that offers an innovative product that contributes to the energy transition. The government has a responsibility to support the growth of Quebec businesses,” she posted. “We believed in Lion’s potential, but the submitted recovery plan did not justify the re-injection of significant government sums. Unfortunately, one thing is clear: Granting new funds to Lion Electric would not be a responsible decision.”
On Monday in a Quebec court, a representative of Deloitte that is overseeing the insolvency said without the additional funding all remaining Lion assets will need to be sold.
The court lifted a stay on the auction managed by Deloitte may proceed after issuing a stay in March while Lion sought the additional funding.
The company reportedly owes $244 million to secured and non-secured creditors. A Lion Electric spokesman had no comment when asked by School Transportation News.
Bloomberg News reported that an investment group created the recovery plan that would have resulted in Lion Electric only manufacturing electric school buses going forward out of its St. Jerome plant. But the province already lost $128 million U.S. in investments into Lion with the Canadian federal government losing another $30 million U.S. Ottawa had also invested in Lion.
Public Money at Risk in Lion Electric:
o 2021: $19 million Canadian from Investissement Québec (IQ) to purchase shares
o 2021: $37 million from a loan offered by Quebec for the battery pack plant
o 2021: $21 million from the Ottawa loan for the battery pack complex
o 2022: $15 million in a loan from the Caisse de dépôt et placement du Québec
o 2023: $98 million loaned by IQ, the Fonds de solidarité FTQ, and Fondaction CSN
o 2024: $7.5 million in a loan from the Quebec governmentSource: La Presse
Power Corp. of Canada, according to Bloomberg, was the largest Lion shareholder with a 34-percent stake but has already written down its Canadian $81 million position in the company to zero.
Montreal-based online newspaper La Presse broke the news Wednesday, reporting that an unnamed U.S. investment firm expressed serious interest in purchasing the Lion assets, but the Quebec proposal had been the most promising.
La Presse also reported that Lion will likely be sold off in parts, which would mean the end of the company. It laid off all its employees, including those in the U.S., and ceased operations except for a select few senior executives working out of Quebec to try and salvage the company. Deloitte is overseeing the the company’s insolvency proceedings and an auction of its assets.
There are about 2,000 Lion Electric school buses at school districts and school bus companies across North America that will need maintenance and customer service going forward.
This is a developing story.
Related: Lion Electric Customers Have Options Despite Insurmountable Debit Forcing the Manufacturer to Auction
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I Squared Capital has reached an agreement to purchase all National Express School divisions and assets from the UK’s Mobico Group for $608 million U.S., including over 14,000 school buses operated by Durham School Services, Petermann and Stock Transportation.
The deal was announced Friday but had been expected by industry insiders for nearly 18 months. I Squared said it expects to finalize the acquisition of the Durham, Petermann Transportation and Stock brands by the end of its third quarter, or Sept. 30.
“We expect to continue business as usual under our current operating brands,” a National Express spokesperson told School Transportation News, adding the transition should be seamless for school district customers. “We will continue to deliver the high-quality, safe and reliable service that we’ve provided for more than 100 years.”
Mobico Group, formerly known as National Express Group and based in Birmingham, England, had been looking to sell its North American school bus division to reduce debt. At the same time, I Squared Capital, a global infrastructure investment company, was seeking entrance into the school bus industry and announced its intent to do so in October 2023, “to address the long-term challenges which the pandemic created for school bus.”
I Squared noted that National Express has made “significant operational improvements, primarily improving driver retention and recruitment, route reinstatement, and improved contract pricing.
“The business has also improved fleet allocation which has led to better asset utilization, cash flow and customer satisfaction. All of these culminated in school bus delivering a net positive route outcome for the current school year bid season, the first in over a decade,” the company stated in a transaction summary. “However, whilst school bus has demonstrated its recovery from the pandemic’s effects, it continues to require significant maintenance and growth capital investment and has experienced persistent market challenges such as driver wage inflation and, more recently, potential fleet cost inflation from new tariffs.”
Tim Wertner is expected to continue serving as CEO of National Express. He said the school bus contractor has focused on recovering lost routes, securing new contracts, recruiting and retaining drivers, and delivering price rises above inflation since he joined the company in 2023.
“This transfer of ownership will allow us to stand on a much stronger financial foundation for a wider spectrum of new opportunities and growth to benefit our stakeholders, valued partners and prospects, as well as reinforce our position as a transportation leader and flourish to even greater heights,” he said in a statement Friday. “With I Squared Capital’s strong reputation and support of our company, we firmly believe they will be an outstanding steward for us, and we look forward to furthering our footprint in the student transportation industry together.”
I Squared manages over $40 billion in assets that build and scale infrastructure businesses that deliver critical services to millions of people worldwide. The company’s portfolio includes over 90 companies operating in more than 70 countries and spanning sectors such as energy, utilities, digital infrastructure, transport, environmental and social infrastructure.
“School transportation is more than just a daily commute. It’s a vital link to education, which underpins a functioning society regardless of the economic cycle,” commented Gautam Bhandari, the global chief investment officer and managing partner at I Squared. “As infrastructure specialists, I Squared has specific expertise in providing vital public services, including public transport. Our investment will provide the capital needed to upgrade equipment and maintain safe, efficient transportation for children using this essential service so parents can [be] rest assured each time their family member travels.”
Mobico had operated Durham in the U.S. since the former National Express Group purchased the school bus contractor in August 1999, a year after acquiring Crabtree-Harmon that mostly operated in the Midwest. The company followed in 2000 with the purchase of School Services & Leasing, which at the time was the second-largest school bus contractor in the U.S. Two years later, it acquired Stock Transportation in Canada and in 2018 purchased Petermann in the U.S.
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Officials in Milwaukee want to pass a city ordinance that would ban the sale of hookah products to anyone under the age of 21.
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The acquisition of Trans/Air Manufacturing by Lippert Components brings added resources and technology necessary to both companies at a time when increased U.S. tariffs could impact the global air conditioning supply chain, while also staying true to the 45-year history of the family company.
Those were two the reasons the deal announced March 31 — terms were not disclosed at this report — made sense to Rick Lehnert, Trans/Air’s long-time president and son of co-founder Dick Lehnert. Rick Lehnert went to work for his dad and uncle Ed Lehnert not long after the company opened in 1979, to provide air conditioning for buses and refrigeration for trucks. The company has since developed a full product line of evaporators, compressors, condensers, hoses and fitting systems, electronic controls, and custom-designed drive kits.
Lippert plans to maintain the Trans/Air brand, now known as Trans/Air by Lippert, a company spokeswoman confirmed. Lehnert added he plans to stay on as director of operations for the next three years to ensure a smooth transition.
It is the latest acquisition by Lippert, a subsidiary of LCI Industries, a $4 billion revenue company with 13,000 employees worldwide. The company is known for its diverse manufacturing capabilities for the recreation and transportation markets with shares traded on the New York Stock Exchange with ticker symbol LCII.
But the company also has its roots as a family business. Jason Lippert is president CEO, the grandson of Larry Lippert, who founded the company in 1959. His brothers are Jarrod Lippert, the chief marketing officer, and Jayde Lippert, director of customer care.
That was important to Lehnert, he told School Transportation News. The decision, an emotional one he added, to sell after years of being approached by other interested parties had to be the perfect fit.
“It checked all the boxes for me. It was good for customers, suppliers, employees and the family. They have the resources and technology and the cultural fit,” Lehnert said Wednesday. “I didn’t want to sell to somebody that would just swallow up and slice up the business but somebody that would give us what we needed to fuel the growth and expansion of the business. If you look at the Lippert organization, you can see all the different business units that they have, and some of the products are complimentary. They sell windows to a lot of the bus manufacturers in addition to other bus parts.”
Among the “significant advantages” of becoming a Lippert brand include the company’s extensive manufacturing resources and technological capabilities, Lehnert added. It also has a wide supplier network that provides potential benefits for any supply chain challenges that arise from the \tariffs imposed on imported components.
“They’re unique in that they do import [components] from overseas, as we all do in this global supply chain, but they make a lot. There’s a lot of expertise, systems and processes that they have that will really help Trans/Air [and] boost us,” Lehnert said.
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When Bart Marksohn was involved in the day-to-day operations of New York school bus contractor WE Transport, he and his sister Helena attended the viewing of one of their father’s longtime drivers who had died.
After arriving at the mortuary, the woman’s daughter approached Bart and Helena. She expressed gratitude they had taken the time to pay their respects and told them how important the Marksohn family was to her.
She shared that her father was abusive, and her mother took her young children and fled their home. Suddenly on her own, without a car and mouths to feed, she saw a job posting for a school bus driver. A particular draw was that the woman read she could drive the school bus home every night after her route.
The woman, her daughter continued, intended to drive a school bus for a month until she got back on her feet. She continued to drive for WE Transport co-founders Walter and Edith Marksohn for the next 35 years.
“My father always looked out for her and her family,” Bart recalled. “I didn’t even know this, but these are stories that I heard at my dad’s funeral, and my mom’s funeral. This one just really had a big effect on me because that’s who my parents were.”
Bart Marksohn said the best lesson Walter and Edith — everyone called her Edie — taught him was the importance of compassion. It is the legacy of the company founded in 1959 to drive blind students to school on Long Island.
“There were no IEPs,” he noted.
WE Transport was sold July 2021 to Beacon Mobility and continues to operate it as a subsidiary.
Bart is the last Marksohn remaining at WE Transport, that is until the end of business Tuesday, when he retires from the company that has been his home since he was a boy, when he started helping with school bus maintenance. The Marksohn children learned the business from Walter each evening at the dinner table.
“It wasn’t about making money, it was really about life. It was really about people,” he continued. “And it was about the responsibility toward not just the people that you transport but the responsibility toward your family, meaning your employees, too.”
Bart Marksohn and his siblings also turned Walter’s compassion into a successful business, so much so that when Walter returned to work in the mid-1980s, he told his children they made more of a profit in two years than he ever had.
It took the first year of barely breaking even. But the following year, WE Transport turned “a nice six-figure profit,” Bart added.
“When we went into doing this, we survived the year, which was rather tough. I remember we really didn’t know what we were doing. It’s one thing to fix brakes, it’s another to talk to school districts and be awarded contracts and win bids,” he continued. “My dad came back in … and he looked around and he said, ‘You guys did in two, three years, what it took me a lifetime to grow.’ It was his way of saying, I’m very proud of my boys and, really from then on, because now he didn’t know what was going on, we just took over and he had to learn from us at that point.”
WE Transport was truly a family affair, with Bart first serving as president until the sale to Beacon Mobility and then was voted chairman by his family. Jerry served as the chief information officer and Helena as the corporate secretary. Steve left the day-to-day business in 1998 but remained an owner. Carmen Tomeo, the son of Charlie Tomeo, who brought Walter and Edie on as a subcontractor nearly 70 years ago, was the CEO until retiring at the end of last year.
The Marksohns also got involved in school bus manufacturing. Bart became a 50-50 owner of what would become Type A school bus body producer Trans Tech with John Corr of The Trans Group. Several of the younger Marksohn generation went on to work for the company. One of them created the logo.
“His input in building one of the best school vans was immeasurable,” Corr commented.
The Marksohn family sold its remaining stock in Trans Tech in 2022.
For all his efforts, the National School Transportation Association inducted Bart Marksohn into its Hall of Fame last summer. The New York School Bus Contractors Association named him Contractor of the Year in 2018. Of all the awards he’s received, he said the two hold particular meaning.
“It’s cliche, maybe, but to be recognized by your own peers, and certainly the ones within the state who know you the best, was really rewarding. And then to go to Nashville (the site of NSTA’s annual convention in July) and be recognized [across] the United States, not just in a state you know, was kind of the acme for me, the peak,” he added.
“The New York School Bus Contractors Association (NYSBCA) would like to extend our heartfelt congratulations to Bart Marksohn and Carmen Tomeo of WE Transport on their well-deserved retirements. Over the past 30 years, they have been dedicated, thoughtful leaders in our industry, each bringing valuable experience from large family-run businesses. Their unwavering commitment to ensuring the safest ride for students every day has left a lasting impact. Both Bart and Carmen were honored with NYSBCA’s highest distinction, the Contractor of the Year award, at our Annual Convention Awards dinner in 2018. On behalf of the NYSBCA’s executive team, board members, and colleagues in the school bus industry, we thank you for your contributions, leadership, and care for our profession. We wish you both all the best in the years ahead.”
~ Thomas W. Smith, NYSBCA Board President.
As for what’s next in retirement, Bart said he is cutting ties to the school bus industry.
“You’re either in or out, you know? And I’m out,” he explained. But there will still be a loose connection, as the Marksohn family own land in New York City that that it leases to school bus contractors, including 11 bus depots to Beacon Mobility.
“I can’t really get away from school buses because of the real estate, but it’s a different obligation,” he added.
Retirement won’t mean sailing around the world, but as a pilot he might fly around it. Emphasis on “might.” More realistically, he’ll make more trips to the Bahamas and his annual summer trek to Colorado.
“It’s beautiful out West to fly through mountain passes and valleys. It’s just spectacular, and some of it feels a little white knuckle,” he said. “And maybe I like that rush. I’ve always liked the rush of bid openings, to see if you won. So, I guess my flying through mountain valleys is my bid opening moments.”
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CONCORD, N.C. — There are three ways a person can transition themselves into a top performer: Win the mental game, own the day, and adapt and thrive.
That was the message author and trainer Scott Welle provided to attendees with his keynote address on the penultimate day of STN EXPO East and its inaugural year hosted in North Carolina.
Win the Mental Game
Welle said the average person has 50,000 thoughts a day, 80 percent of which are negative. But starting with a negative belief translates to thoughts, behaviors and results.
He shared that his brother has always been extremely smart, and growing up the speaker developed a belief that he would never be as smart as his brother. Welle said he felt demotivated, which led him not applying himself to his schoolwork. That resulting in Welle being an average. Receiving C grades, he added, furthered his belief that he was not smart.
That was until one day in college, when he decided he was going to apply himself.
“I remember waking up one day [thinking], ‘You’re paying a lot of money to be average,’” he recalled. “… It got the spiral going back in the other direction.”
Welle eventually got a master’s degree in sports psychology.
He said without his realization, he would have never had the courage to start his own business, write books and be standing in front of STN EXPO attendees Thursday morning at the Embassy Suites Charlotte-Concord convention center. He asked attendees to think about the belief system their operation under and the story that they’re telling themselves.
Having better thoughts, gives better feelings, which leads to better results.
Out-performers are intentional, Welle commented. That not just with what they need to do every day, but how they want to show up to everything they do, every day.
“What one word/phrase describes how you want to show up on the field that represents the best version of you?” he asked attendees.
Todd Silverthorn, transportation supervisor with Kettering City Schools in Ohio, said he wants to come into any situation “full force” and be his authentic self. Being vulnerable in certain situations shows leadership, he said.
The audience shared several suggestions to be a strong leader: Make it fun, be solid, stay above the line, be positive, and stay present.
Welle said it’s important to show how you want to be perceived because that represents the best version of you. He added that defining what one actually does for a job or in life, in the very deepest meaning, rather than what they say they do provides connection on a greater level.
For example, school transportation employees don’t just drive or route school buses, they provide access to transportation. Remind yourself of your purpose, when days are longest and arduous, and when having unpleasant parent conversations, he advised.
Own The Day
The next piece of advice Welle provided was owning the day before the day owns you. He said the hardest part of the day is getting something started. He provided ways to own the day, such as being grateful, challenging oneself, focusing and organizing, self-care, and exercise.
He asked attendees to turn toward to their neighbor and share one thing that they’re grateful for. Many shared they’re grateful for family, career, health, and to be at STN EXPO. He said the human brain can’t have simultaneous competing thoughts, meaning one can’t be grateful and also negative, jealous or angry.
Welle said changing one’s mindset to think about what’s good doesn’t allow them to reflect on the bad, or what is lacking. One attendee shared she lost her two parents, a step-parent) and her two brothers within a seven-year span. That resulted in her being grateful for her life. She said she couldn’t let herself fall into depression but instead had to fight through the pain and keep going.
The attendee said when she says good morning, she means it, because it’s another day she wakes up alive.
“A lot of kids don’t hear good morning from their parents,” she said of the importance of sharing joy with students. “We have to remember who we are servicing.We have to be resilient.”
Welle also lost both of his parents in the before his 38th birthday. He added that there were days he couldn’t get out of bed. But he, too, had to focus on being grateful and carrying on his family legacy through the lessons his parents taught him.
The road construction in life is the barriers and distractions that are blocking you from focusing on the things that matter and that you can control, Welle added. To be in control, one needs to automate, delegate and eliminate.
“Outperformers think strategically on how to clear the path to make it simpler to have success,” he said.
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Adapt & Thrive
“Shift happens,” Welle said. “We have to be able to respond to it. How do we adapt and thrive, when, not if? Change happens, stress happens, uncertainty happens.”
He said the people who experience the most hardships, suffering and adversity become the most resilient. He said people all know they need to get back up, but they want to have to get knocked down first.
He asked attendees to recall a difficult time in their life when they couldn’t see the light at the end of the tunnel. He said to use that experience as a reference point, as it taught resilience, strength and internal dialogue.
“If I got through that, I can get through this,” he said, adding that outperformers use their experiences to show what they’re capable of. “Don’t discount the tough stuff that you’ve been through in your life.”
However, Welle said, no one outperforms without the support of others. He recalled running a 100-mile ultramarathon. There was a point he wanted to quit, but his friends pushed him to keep going.
“As you think about adapting and thriving in your life, choose the people you surround yourself with wisely,” he said. “People that don’t just love and support you, but who will also call you out and tell you what you don’t want to hear but what you need to hear.”
He said it’s the small wins that stack up over time that lead to massive movements and massive outcomes. He said it’s not about getting to the top of the ladder, but just to next rung. What is the next milestone, benchmark, small win?
Becoming an out-performer happens one step at a time.
“The main thing is, [Welle] made me realize who I am as a person, that I don’t give myself credit, that I have a lot on my plate, but I do a good job with it,” Paul Johnson, transportation manager for Wicomico County Public Schools in Maryland told School Transportation News following the session. “It motivates me to go further.”
Johnson said he related to Welle. All through his life, he said he felt that he was the average person. He added that he believes he has other levels to achieve and wants to show his drivers, associations and specialists that they, too, can reach another level.
The post Becoming an Outperformer appeared first on School Transportation News.
VANCOUVER — GreenPower Motor Company Inc. (Nasdaq: GP) (TSXV: GPV) (“GreenPower” and the “Company”), a leading manufacturer and distributor of all-electric, purpose-built, zero-emission medium and heavy-duty vehicles serving the cargo and delivery market, shuttle and transit space and school bus sector, today reported its third quarter fiscal year 2025 results and provided an update on its manufacturing operations.
“GreenPower’s improved third-quarter performance, with $7.2 million in revenue — an increase of 35% over the previous quarter — underscores the demand for our purpose-built, all-electric vehicles. Importantly this growth also resulted in an improvement in our gross profit,” said Fraser Atkinson, CEO of GreenPower. “As we continue scaling our manufacturing operations, GreenPower is well-positioned to drive long-term growth and capitalize on the industry’s rapid shift toward zero-emission fleet solutions. At the end of the quarter we had available funding of more than $5 million consisting of cash, availability on loan facilities and ability to issue letters of credit to finance production of our growing order book.”
GreenPower spent the quarter continuning to increase its output from the West Virginia manufacturing facility. “As a result of the work we did during the quarter, we are now set to deliver one BEAST per week from the South Charleston facility, with the BEAST production increasing to two per week by April plus Nano BEAST production,” said Brendan Riley, GreenPower President. “To support this growth, we’ve strengthened our leadership team with the addition of James Redd as our new West Virginia production manager. Working alongside Vice President of Production Wendell White, James has been instrumental in laying the groundwork for a second shift at the plant, positioning GreenPower to meet rising demand and scale efficiently.”
On the West Coast, GreenPower finalized plans to expand its California manufacturing footprint in one facility located in the Inland Empire. “Consolidating our operations from three separate locations and five different facilities spread out through California to one larger facility will allow for more cost savings and increased efficiency,” Riley stated.
Third Quarter 2025 Highlights:
For additional information on the results of operations for the period ended December 31, 2024 review the interim financial statements and related reports posted on GreenPower’s website as well as on www.sedar.com or filed on EDGAR.
Shareholder Call Information
Date: Tuesday February 18, 2025
Time: 6:30 a.m. PST / 9:30 a.m. EST
Participant dial-in: (US) 1-844-739-3982 (Canada); 1-866-605-3852; (International) 1-412-317-5718. Ask to be joined into the GreenPower Motor Company Inc. conference call.
Webcast Link: https://event.choruscall.com/mediaframe/webcast.html?webcastid=XkyzR1vx
Replay: (US) 1-877-344-7529; (Canada) 1-855-669-9658; (International) 1-412-317-0088
Replay access code: 5816828
About GreenPower Motor Company Inc.
GreenPower designs, builds and distributes a full suite of high-floor and low-floor all-electric medium and heavy-duty vehicles, including transit buses, school buses, shuttles, cargo van and a cab and chassis. GreenPower employs a clean-sheet design to manufacture all-electric vehicles that are purpose built to be battery powered with zero emissions while integrating global suppliers for key components. This OEM platform allows GreenPower to meet the specifications of various operators while providing standard parts for ease of maintenance and accessibility for warranty requirements. GreenPower was founded in Vancouver, Canada with primary operational facilities in southern California. Listed on the Toronto exchange since November 2015, GreenPower completed its U.S. IPO and NASDAQ listing in August 2020. For further information go to www.greenpowermotor.com.
The post GreenPower Provides Business Update and Reports Third Quarter Fiscal 2025 Results appeared first on School Transportation News.
While several industry insiders told School Transportation News last week that it was too early to tell the impact of new Trump administration tariffs on imports, Blue Bird representatives told investors to expect a 5-percent price increase on all non-electric school buses.
The company made the statement last week during its fiscal year 2025 first quarter financial results call, which reported the company’s second-best quarterly profit and margin, the eighth consecutive quarter of beating guidance, and $250 million of electric school buses in “firm order backlog.”
“Our position is that any potential government tariffs will be passed through to the end customer so there will be no net financial impact on Blue Bird,” said Phil Horlock, who is retiring as president and CEO this week but retaining his board of director seat.
John Wyskiel succeeds Horlock on Feb. 17.
Last week, President Donald Trump paused for 30 days a 25-percent tariff on imported goods from both Canada and Mexico, though a 10-percent tariff on Chinese imports went into effect. Essentially, think of tariffs as an added sales tax by the federal government, Blue Bird CFO Razvan Radulescu said during the Q&A portion of the call on Feb. 5.
Meanwhile, Horlock said Blue Bird is confident U.S. Environmental Protection Agency Clean School Bus Program funding will continue unfettered. He shared details from a Feb. 4 memo issued by Gregg Treml, the acting CFO of EPA, that stated a federal court injunction pausing Trump administration freezes on unspent federal program funding under the Infrastructure Investment and Jobs Act “shall not be paused and disbursement of funds shall continue while ongoing litigation proceeds or until otherwise directed by a Court.”
Horlock said Blue Bird also has confirmed political support for the Clean School Bus Program with members of Congress.
He added the court order reversing the freeze should also protect nearly $80 million in Domestic Manufacturing Conversion Grant Program funding from the U.S. Department of Energy that was appropriated under the Inflation Recovery Act. The funds are to be used to convert Blue Bird’s diesel motorhome manufacturing plant in Fort Valley, Georgia, into a 600,000 square-foot Type D electric school bus facility.
To address the initial pause in EPA funding, Horlock said Blue Bird reprioritized production to build fully-funded school buses earlier and pushed back build dates for bus orders to be paid for with federal money. He added the manufacturer is also prioritizing “significant new EV orders” paid for by state and local funding. Still, Blue Bird lowered the number of forecasted electric school bus deliveries to 1,000 units from the previous range of 1,000 to 1,300.
The company also noted higher internal combustion engine school bus prices compared to a year ago and at comparable levels with its competitors.
Blue Bird also said the quarter-one results beat the previous guidance and that it remained on track to meet the full-year guidance of Adjusted EBITDA at $200 million and a 14-percent margin.
Related: U.S. Delays Tariffs with Canada, Mexico as Bus Associations Warn of Fallout
Related: (STN Podcast E215) Next-Level Safety: Exclusive Interview – Seatbelts Standard on Blue Bird Buses
Related: Blue Bird Announces Standard Lap/Shoulder Seatbelts on All School Buses
The post Blue Bird: Tariffs Would Increase Non-EV School Bus Prices by 5% appeared first on School Transportation News.
MACON, Ga.—Blue Bird Corporation (BLBD), the leader in electric and low-emission school buses, announced today its fiscal 2025 first quarter results.
“I am incredibly proud of our team’s achievements in delivering another outstanding result and near record profit in the first quarter,” said Phil Horlock, president and CEO of Blue Bird Corporation. “The Blue Bird team continued to exceed expectations, improving operations, driving new orders, and expanding our leadership in alternative-powered buses. Market demand remains very strong with nearly 4,400 units in our order backlog at the end of the first quarter. Unit sales were about the same as last year, with revenue down by $3.8M, driven by product mix, and we delivered an exceptional 14.6% Adj. EBITDA margin. With 94% of our first quarter unit sales mix comprised of internal combustion engine (ICE) buses, this result demonstrates the very strong earnings power of our base business.
“In our push to expand our leadership in alternative-powered school buses, we delivered over 130 electric-powered buses this quarter, ahead of the plan we communicated in November. We also saw strong growth in EV orders from both the EPA’s Clean School Bus Program and state/local level programs. As of today, we have approximately 1,000 EV buses either sold or in our firm order backlog, which supports our EV sales target for 2025.
“Based on our strong Q1 performance, we’ve reaffirmed our full-year financial guidance for Adjusted EBITDA at $200 million, with a 14% margin. This will be an all-time full-year record for Blue Bird, and we look forward to sustained profitable growth in the coming years.”
FY2025 Guidance and Long-Term Outlook Reaffirmed
“We are very pleased with the first quarter results, with the second highest ever Q1 Adj. EBITDA” said Razvan Radulescu, CFO of Blue Bird Corporation. “Our business is in a very strong position and we continue to deliver ahead of the plan we have been messaging. We are reaffirming our full-year 2025 guidance for Net Revenue to $1.4-1.5 Billion, Adj. EBITDA to $185-215 million and Adj. Free Cash Flow to $40-60 million. Additionally, we are confirming our long-term profit outlook towards an Adjusted EBITDA margin of 15%+ on ~$2 billion in revenues.”
Fiscal 2025 First Quarter Results
Net Sales
Net sales were $313.9 million for the first quarter of fiscal 2025, a decrease of $3.8 million, or 1.2%, from the first quarter of last year. Bus sales decreased $5.3 million, reflecting a 1.9% decrease in average sales price per unit, primarily due to customer and product mix changes (lower EV volumes). In the first quarter of fiscal 2025, 2,130 units were booked compared with 2,129 units booked for the same period in fiscal 2024. Additionally, Parts sales increased $1.5 million, or 6.2%, for the first quarter of fiscal 2025 compared with the first quarter of fiscal 2024. This increase is primarily attributed to price increases, driven by ongoing inflationary pressures, as well as higher fulfillment volumes and slight variations due to product and channel mix.
Gross Profit
First quarter gross profit of $60.3 million represented a decrease of $3.2 million from the first quarter of last year. The decrease was primarily driven by the $3.8 million decrease in net sales, discussed above, and partially offset by a corresponding decrease of $0.5 million in cost of goods sold.
Net Income
Net income was $28.7 million for the first quarter of fiscal 2025, which was a $2.6 million increase from the first quarter of last year. The increase was primarily driven by $2.6 million in emission credits that the Company sold in the first quarter of fiscal 2025, recorded in other income (expense), net, with no similar income in the first quarter of fiscal 2024.
Adjusted Net Income
Adjusted net income was $30.6 million, largely consistent with the $29.7 million from the same period last year.
Adjusted EBITDA
Adjusted EBITDA was $45.8 million, which was a decrease of $1.9 million compared with the first quarter of fiscal 2024. This decrease results primarily from the lower gross profit, partially offset by improvements in other income(expense), net, as described above..
Conference Call Details
Blue Bird will discuss its first quarter 2025 results in a conference call at 4:30 PM ET today. Participants may listen to the audio portion of the conference call either through a live audio webcast on the Company’s website or by telephone. The slide presentation and webcast can be accessed via the Investor Relations portion of Blue Bird’s website at www.blue-bird.com.
Webcast participants should log on and register at least 15 minutes prior to the start time on the Investor Relations homepage of Blue Bird’s website at http://investors.blue-bird.com. Click the link in the events box on the Investor Relations landing page.
Participants desiring audio only should dial 404-975-4839 or 833-470-1428. The access code is 393430.
A replay of the webcast will be available approximately two hours after the call concludes via the same link on Blue Bird’s website.
About Blue Bird Corporation
Blue Bird is recognized as a technology leader and innovator of school buses since its founding in 1927. Our dedicated team members design, engineer and manufacture school buses with a singular focus on safety, reliability, and durability. School buses carry the most precious cargo in the world – 25 million children twice a day – making them the most trusted mode of student transportation. The company is the proven leader in low- and zero-emission school buses with more than 20,000 propane, natural gas, and electric powered buses in operation today. Blue Bird is transforming the student transportation industry through cleaner energy solutions. For more information on Blue Bird’s complete product and service portfolio, visit www.blue-bird.com.
The post Blue Bird Reports Fiscal 2025 First Quarter Results; Beats First Quarter Guidance; Reaffirms 2025 Guidance and Long-Term Outlook appeared first on School Transportation News.
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