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Demonstrators outside the U.S. Senate buildings on Capitol Hill protest billionaire Elon Musk's dismantling of the U.S. Agency for International Development on Feb. 5, 2025. (Photo by Ashley Murray/States Newsroom)

WASHINGTON — A federal judge in California ordered the Trump administration to immediately reinstate thousands of jobs for probationary federal workers fired as part of billionaire Elon Musk’s campaign to slash the federal workforce.

Judge William Alsup ruled Thursday morning that tens of thousands of workers must be rehired across numerous federal agencies, including the departments of Agriculture, Defense, Energy, Interior, Treasury and Veterans Affairs, extending his previous temporary emergency order issued Feb. 28.

Alsup, appointed in 1999 by former President Bill Clinton to the Northern District of California, ruled in favor of numerous plaintiffs that brought the suit against the Trump administration’s Office of Personnel Management.

Alsup’s order also prohibits OPM from advising any federal agency on which employees to fire. Additionally, Alsup is requiring the agencies to provide documentation of compliance to the court, according to the plaintiffs who were present in the courtroom.

The Trump administration appealed the decision just hours later.

Unions bring suit

The plaintiffs, which include the American Federation of Government Employees, AFL-CIO and other unions representing thousands of federal workers, sued in February over OPM’s “illegal program” terminating employees who are within the first year of their positions or recently promoted to new ones.

Everett Kelley, AFGE’s national president, said in statement Thursday that the union is “pleased with Judge Alsup’s order to immediately reinstate tens of thousands of probationary federal employees who were illegally fired from their jobs by an administration hellbent on crippling federal agencies and their work on behalf of the American public.”

“We are grateful for these employees and the critical work they do, and AFGE will keep fighting until all federal employees who were unjustly and illegally fired are given their jobs back,” Everett said.

The AFGE was among more than a dozen organizations who sued the government. The plaintiffs were represented by the legal advocacy group State Democracy Defenders Fund and the San Francisco-based law firm Altshuler Berzon LLP. Washington state also joined the case and was represented by state Attorney General Nick Brown.

Trump administration ‘will immediately fight’

The White House said prior to filing the appeal that “a single judge is attempting to unconstitutionally seize the power of hiring and firing from the Executive Branch.”

“The President has the authority to exercise the power of the entire executive branch – singular district court judges cannot abuse the power of the entire judiciary to thwart the President’s agenda. If a federal district court judge would like executive powers, they can try and run for President themselves. The Trump Administration will immediately fight back against this absurd and unconstitutional order,” White House press secretary Karoline Leavitt said in a statement.

The unions argued in a Feb. 19 complaint that Congress “controls and authorizes” federal employment and spending, and that lawmakers have empowered federal agencies, not OPM, to manage their own employees.

OPM, which administers employee benefits and essentially serves as the government’s human resources arm, “lacks the constitutional, statutory, or regulatory authority to order federal agencies to terminate employees in this fashion that Congress has authorized those agencies to hire and manage,” according to the complaint.

“[A]nd OPM certainly has no authority to require agencies to perpetrate a massive fraud on the federal workforce by lying about federal workers’ ‘performance,’ to detriment of those workers, their families, and all those in the public and private sectors who rely upon those workers for important services,” the complaint continues.

Musk role

Musk, a Trump special adviser, has publicly and repeatedly touted the terminations as a means to cut federal spending.

Mass firings began in early to mid-February and continued as recently as Tuesday when the Department of Education announced it would cut about 50% of its workforce.

The terminations sparked numerous lawsuits and public outcry.

Musk, who the White House claims has no decision-making authority, has posted on his social media platform X about emails sent to federal workers offering buyouts and demanding they justify their jobs.

Musk has also published dozens of posts attacking federal judges who’ve ruled against his workforce downsizing as “evil” and “corrupt.”

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.

Related: How Out-performers Optimize Resources
Related: Gallery: Second Day of STN EXPO East Green Bus, Technology Session
Related: Donning a Leadership Cap
Related: NAPT Awards Highlight Individuals for Outstanding Achievements, Excellence

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.

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ELKHART, Ind. – Forest River, Inc. today announced that co-CEO David Wright will be retiring in April. Wright had led the Bus & Van division with dedication and leadership for 22 years, building it into the country’s leading manufacturer of buses and vans for both the private and public sectors, before assuming the role of co-CEO with Doug Gaeddert.

Wright’s decision to retire is deeply personal, following the recent passing of his longtime friend, mentor, and Forest River founder, Pete Liegl. Having executed the near-term transitional strategy, he determined the timing is right to step away from the day-to-day responsibilities.

“It has been the greatest honor of my career to be part of this incredible company and to
work alongside the most talented and selfless team in the industry,” said Wright. “Forest
River’s leadership remains exceptionally strong, with a deep bench of individuals who are
more than qualified to continue driving our success. The foundation we’ve built ensures that Forest River’s legacy will only grow stronger.”

Wright’s departure marks the next evolution for Forest River’s senior management team since the passing of Pete Liegl in November 2024. Updates include the following:

– Co-CEO Doug Gaeddert, who previously led the Recreational Vehicle division for
25+ years, assumes the role of sole CEO.

– Darrel Ritchie, who started with Forest River in 2002, continues in his role as Chief
Financial Officer.

– Douglas A. Wright, previously the General Manager, Bus & Van, moves to the role of
Group General Manager, reporting to Doug Gaeddert. Doug brings experience,
operational expertise and a tremendous familiarity with all aspects of the organization.

“I’m sad to see my good friend and uniquely gifted colleague David Wright retire, but I
certainly understand and respect his decision,” said Doug Gaeddert. “Working alongside Pete together like we did for all those years, and accomplishing so much in that time has been an incredible experience. I’m grateful for what David built, including the strong management team that he leaves in place.”

Forest River extends its deepest gratitude to David for his years of dedicated service and
contributions to the company’s success. While he will be greatly missed on a daily basis, his impact on Forest River’s culture and operations will endure for years to come.

About Forest River, Inc.
Founded in 1996 by Pete Liegl, Forest River, Inc. has evolved into North America’s largest
manufacturer of recreational vehicles, cargo trailers, pontoon boats, and commercial vehicles including buses, vans, and trucks. Its portfolio includes market share leaders in every category, and it is the country’s leading manufacturer of buses and vans for both the private and public sectors. Based in Elkhart, Indiana, Forest River employs 14,000+ employees in 100+ facilities in more than a half dozen states. With a commitment to excellence and a focus on customer satisfaction, Forest River is proud to be a Berkshire Hathaway company.

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CONCORD, N.C. – During the exclusive Transportation Director Summit at STN EXPO East, author and trainer Scott Welle shared aspects of sports psychology to enhance leadership in the workplace.

Take Care of You

“You cannot get the best out of others if you cannot get the best out of you,” Welle told the room of student transportation supervisors and vendor partners at Topgolf Charlotte – South.

He reminded listeners to stay present in the moment and to strike a balance between high achievement and personal fulfillment.

It all starts with a belief system. About 80 percent of an average person’s 50,000 daily thoughts are negative, Welle shared. “Our beliefs drive our thoughts, which drive our feelings, which drive our behaviors, which produce or don’t produce results in our lives,” he said.

“If you were mic’ed up, as far as your inner thoughts, what would we hear?” Welle, who has a master’s degree in sports psychology, questioned to sheepish laughs throughout the room. He posited that most people are capable of more than they think but are held back by lack of belief in their own prowess.

Gratefulness is key to positive thinking as it’s hard to be both grateful and negative, Welle pointed out. Recharging your batteries through breathing techniques, stress management and self-care is also important, he confirmed.

“It’s not selfish,” Welle stated. “I’m telling you to focus on yourself because that’s how you have sustained high performance.”

Transportation directors commiserated on the difficulties of taking time off but agreed that good leadership depends on it, especially since they are the go-to person for any issues in their departments.

Good Goal-Setting

Despite their popularity around the New Year season, Welle shared that only 3 percent of people set a concrete goal and around 90 percent of those fail to achieve it. Referencing SMART (Specific, Measurable, Achievable, Relevant, Time-based) goals, he advised also having DUMB (Dream Driven, Unrealistic, Meaningful, Benefits Others) goals.

There is a greater chance of success when choosing a goal that is meaningful to you, he said, a determination that is intensely personal. For instance, Welle said he is an avid marathoner and has run 34, including a 100-mile ultra marathon.

“Telling someone to be realistic is telling them to be limited,” he declared. “Any goal is achievable with an intelligent plan to accomplish it.”

The last point of a DUMB goal is significant since successful pupil transportation benefits the millions of students transported between home and school daily, he noted.

He advised using the O.P.P. framework to set goals: setting a valued Outcome which is achieved through committed Performance and a consistent Process.

If it’s hard to follow through, he suggested just looking at the next step or the next rung on the ladder and motivating the team with little wins because they count too.

He advised focusing on the intersection of things that matter and things one can control for optimal effectiveness and satisfaction.

Superman and Beyonce

Some childlike optimism and imagination is required to set up a performance-enhancing alter ego, Welle quipped.

Just as Clark Kent enters the phone booth and emerges as Superman, transportation leaders may need to tap into an alter ego in order to overcome human nature shortfalls and lead effectively, or to make hard daily decisions like personnel corrections or dismissal.

Sharon Moore, operations supervisor for Newport News Public Schools in Virginia, shared that her team can recognize her alter-ego which is “more black and white” with the rules while her normal temperament “gives more grace.”

Welle shared that he tells himself that he may fail but he “can’t not” try, so he creates a better, more enhanced version of himself that he steps into on stage.

Far from making one look fake, he stressed that doing this frees the most authentic version of oneself and eventually melds the two selves into a fully realized person, much like how Beyonce started performing under the artist persona of Sasha Fierce and is now famously known by her bold mononym.

He advised using a trigger like an article of clothing which can help a leader “step into” their alter ego and perform at a top level even if they don’t feel like it. “You can do this – there’s no reason why you can’t,” he encouraged.

Related: Inside a Transportation Director’s Mind
Related: Donning a Leadership Cap
Related: South Carolina Transportation Director Produces Data Driven Results
Related: (STN Podcast E234) Leadership, Awarded: Meet the 2024 Transportation Director of the Year
Related: Hypnotist ‘Trance-forms’ Transportation Director Summit Minds

Elevating Others

Welle shared how his high school football coach performed exercises along with the team, illustrating how leaders have the choice of elevating or deflating workers.

“It all starts with meeting people where they are,” he said.

He advised starting with empathy and using Maslow’s Hierarchy of Needs to help employees feel psychologically safe. Attendees agreed that vulnerability, communication and trust are crucial here.

Under an effective leader, Welle said, the sense of belonging will go deeper than a forgettable mission statement tucked away on a school district website. Additionally, team members will be regularly appreciated for the valued pieces of the puzzle that they are.

At the top of the Hierarchy sits self-actualization, where team members will be challenged to continually learn and grow.

The ‘Outperform the Norm’ series author closed the session with asking tables to share one concrete takeaway they will work on. “The norm does information, the outperformer does implementation,” he reminded.

Scott Welle will present a keynote session at STN EXPO East on Monday, March 24 from 10:20-11:50 a.m. EDT.

Photos below from both days of the TD Summit by Vince Rios Creative.

1 of 40

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Earlier this month in Brussels, the future was most definitely blue (… and that is a good thing). Here are some of the...

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In the hectic, fast-paced world of school transportation, performing with excellence isn’t just a feigning, casual interest—it’s a necessity. An obligation. The daily mission of safely and efficiently transporting students requires the optimization of every resource available: mental clarity, physical energy and emotional resilience. These three components are the building blocks for peak performance, and when they’re aligned, you’ll know you’re bringing your “A game” to the field of play of school transportation…as well as life.

Here’s how outperformers optimize these three key resources:

Mental Resource Optimization: Clarity and Focus
As motivational speaker and author Tony Robbins says, “Where your focus goes, energy flows.” Mental sharpness is non-negotiable in school transportation. From route planning to handling last-minute changes, cognitive overload and poor decision making can lead to errors and unnecessary stress.

Focus on the intersection:
Outperformers channel their mental focus on the intersection of the “Things That Matter + Things They Can Control.”

The Venn diagram, below, appears to be common sense, but it’s not always common practice. Focus too much on outcomes outside of your control and your mental resources are drained by stress, fear, worry and anxiety (“I’m really nervous about the results from this new process.”) It’s giving too much weight to what might happen instead of what you’re doing. It’s okay to visit there, but you don’t want to live there.

On the other hand, if you focus too much on tasks that aren’t impactful, you’ll feel mentally overwhelmed and frustrated (“I have too much to do and not enough time to do it.”) Try trimming your lengthy to-do list into a limited strategic priorities list. Then, watch what happens to your mental bandwidth.

Savor the small wins:
How do you eat an elephant? One bite at a time! Especially when we’re faced with complex or daunting tasks, it can be human nature to mentally disengage. Usually, this is because the enormity of the situation engulfs us, and we feel like we’re never going to get to the other side. It makes it hard to start and even harder to sustain.

The above image is from my book, “Outperform The Norm: Daily Execution. Extraordinary Results.” The remedy is to separate the tall “ladder” into smaller rungs, steps, milestones, benchmarks, wins, etc. When you do this, you’ll instantly become more mentally motivated. As you start making progress, you’ll not just focus on how much farther you have to go; you’ll also be empowered by focusing on how far you’ve come!

Mindfulness breaks:
We can all benefit from slowing down to speed up. Specifically, find time in your daily routine for mindfulness breaks where you consciously slow down your breathing (and, in turn, your mind). This allows you to speed up your mental game later.

Try taking two breaks throughout the day—ideally around times that are most stressful—and focus on nothing other than breathing in through your nose for a count of four (your shoulders should not come up when you do this!), then breathing out through your mouth for a count of four. Do 10-15 breathing cycles and you’ll feel calmer and mentally refreshed afterwards.

Physical Resource Optimization: Energy is Everything
As I was writing this article, I was recovering from a 10-day cold. I was saddled with a cough, congestion, aches, sore throat, fever And a SEVERE lack of energy. Have you been there? When you don’t have energy, doesn’t everything—including basic, day-to-day tasks— feel much, much harder? This is where a lot of Americans exist. Not necessarily in sickness, but in a depleted state of energy. And in a field with early mornings and long hours, optimization is impossible without physical vitality.

Prioritize sleep:
Sleep is our greatest source of energy renewal and quality matters more than quantity. One of the best ways to ensure a higher quality of sleep is to employ the 3-2-1 method:
• 3 hours before bed: Avoid caffeine and alcohol
• 2 hours before bed: Finish eating
• 1 hour before bed: Stop screen time (phone, iPad, etc.)
A golden rule for all mental, physical and emotional optimization is to focus on progress, not perfection. Are you always going to stop screen time exactly an hour before bed. Probably not. But can you make progress from where you are now? Absolutely. That progress will lead to more energy and better sleep.

Movement is medicine:
Quality movement / exercise is the greatest performance-enhancer on the planet. Nothing else replicates the benefits we get from moving our body:
Exercise doesn’t have to be a one-hour bootcamp. Any movement matters—it can be a 10-minute stretch in the morning or a 20-minute walk over lunch. These things add up. Small wins become big wins over time.

Fuel your body, nourish your brain:
Most people don’t link what they put into their body and how it impacts the way they think, feel and perform. It does. And instead of worrying about the totality of going on a “diet,” simply strive to make a healthy choice for breakfast (a piece of fruit and glass of water, for example). Behavioral researchers call this a “micro-commitment” and you’ll be committed to making more healthy choices for the rest of the day.

Emotional Resource Optimization: Resilience and Connection
The emotional component of school transportation is often overlooked, but it’s arguably one of the most important areas for optimization. Handling student behavior, navigating parent concerns and thriving through change requires emotional resilience and connection.

Remember what you DO:
If we met for a cup of coffee and I asked what you do, you’d probably say that you work in school transportation efficiently. What are the consequences if you don’t show up and perform with excellence? Far too often this gets lost in the day-to-day craziness of
our lives. The challenges, struggles and conflicts tax our emotions and cloud our connection to the good we do. Remember the students you serve. It matters. You matter!

Be elastic:
There is a common misconception about resilience (or “mental toughness,” as it’s called in athletics). Resilience does NOT mean that you’re impervious to emotional letdown, anger and doubt, and bulletproof to any adversity that comes your way.

Emotional resilience means you’re elastic, like a balloon. If something doesn’t go your way, how long does it take you to “bounce back into shape” (the definition of resilience)? Optimization comes from lessening the time of experiencing negative emotions, recognizing they aren’t benefiting you and consciously choosing to move onto something better.

Leverage your reference points:
Have you ever been faced with a challenging situation where you couldn’t see the light at the end of the tunnel? Or you doubted getting to the finish line at the end of the “race?”
We all have. Reference points are emotionally challenging events in your life that you’ve faced and overcome. The Norm looks at these times and discounts them, wondering why they had to go through it.

Outperformers see it differently. They look at these events as growth experiences that taught something about their own courage and fortitude. These situations, then, become reference points, giving a reservoir of emotional strength and internal belief with which to fight future battles—for you and for your team.

Your Call to Action
Imagine a school transportation department where dispatchers are mentally sharp, school bus drivers are energized, and leaders foster a connected, emotionally resilient environment. The impact goes beyond operational efficiency—it creates a culture of peak performance that benefits students, parents and the entire community.

But mental, physical and emotional optimization aren’t a one-time effort. It’s a daily commitment. Start by identifying ONE area where you or your team can make a small but meaningful improvement. Then, apply “speed of implementation,” where you take an action step as fast as possible toward this commitment. Remember—progress, not perfection! Keep outperforming!

Editor’s Note: As reprinted in the March 2025 issue of School Transportation News.

Scott Welle is a sports psychologist, author, keynote speaker and trainer. This month at STN EXPO East in Concord, North Carolina, he shares with TD Summit participants how exceptional leaders inspire others. He also provides his “Outperform the Norm” message to all conference attendees with a keynote on March 24. Learn more at stnexpo.com/east and scottwelle.com.

Related: STN EXPO East Keynote Speaker Brings Dynamic Performance Strategies to North Carolina
Related: School Start Times and the Impact on Teen Mental Health
Related: Time Well Spent
Related: (STN Podcast E218) Onsite at STN EXPO Reno 2024: Coming Together for Safety, Technology & Clean Energy

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Are you ready to transform your school transportation system? In “From Chaos to Control: Simplifying School Transportation with a Unified Software Solution,” presented by Busology Tech in collaboration with School Transportation News, we delve into how a single, integrated platform can tackle today’s most pressing challenges — from driver shortages and budget constraints to safety concerns and inefficient routing. Discover how unifying these key functions not only streamlines your operations but also creates a more secure and responsive transportation network.

This webinar is designed specifically for transportation directors and school district administrators who often wear multiple hats. Learn how a unified, innovative platform can help consolidate essential tasks like routing, scheduling, safety management, optimization, and parent communication while simultaneously meeting the rising pressures of demanding parental expectations and different student requirements. With actionable strategies and real-world insights from our customers, you will learn how to overcome the challenges that have traditionally held back K-12 school transportation efficiency and safety — helping you move from fragmentation to complete control.

Don’t miss this opportunity to gain a competitive edge and transform the way your school district handles K-12 student transportation. Plus, we are presenting an exclusive, exciting opportunity at the webinar—something you wouldn’t want to miss.

Sign up for our webinar and discover how turning chaos into control is not just a dream — it’s a practical, achievable reality with one powerful, unified software solution.

Brought to you by Busology Tech

RGEISTER BELOW:

Featuring:

Robert Young
Director of Transportation
Thomas County School District

With over 25 years in the industry, Robert Young leads the transportation department at Thomas County Schools, ensuring students travel safely and efficiently across the district. He oversees fleet operations, route planning, driver training, and regulatory compliance while driving innovation and cost-effective solutions.

Committed to excellence, safety, and efficiency, Young leads a dedicated team and collaborates with school administrators, parents, and community stakeholders to keep transportation running smoothly. He also plays a key role in emergency preparedness, staff training, and integrating technology to optimize routes and communication. Young is dedicated to fostering a positive work environment while prioritizing student safety and service excellence.

Busology Tech Speaker Bios:

Abu Batasi

Our Director of Sales and Marketing has a substantial experience of over 15 years and specializes in helping clients leverage technology to solve complex challenges. He has extensive expertise in leading sales and marketing teams, creating informative content for buyers, and using consultative selling to drive real outcomes. At Busology Tech, Batasi leads the sales and marketing team, connecting with K-12 schools across North America to deliver impactful solutions.

Here’s a fun fact about Batasi: During the pandemic, he put his storytelling skills to the test and wrote a screenplay!

Melissa Beveridge

Our Director of Client Services has extensive experience in SaaS deployment, training, and support. Beveridge excels in continuous improvement, Lean Six Sigma, and workflow management, particularly in the automotive and transportation industries. A workflow leader of the year awardee, she leads Busology Tech’s client services team, driving innovation and excellence.

Here’s a fun fact about Beveridge: She tied the knot in a shopping mall.

Diego Crespo

Diego Crespo brings a wealth of experience from multiple startups and digital businesses, with over five years in B2E SaaS sales, product development, and implementation. He specializes in growing, consolidating, and leading multidisciplinary teams, establishing solid processes, and leveraging work management systems to drive efficiency. As Busology Tech’s Director of Onboard Technology, Crespo is dedicated to delivering seamless technology solutions for student transportation.

Here’s a fun fact about Crespo: He manages his own four-paw workforce — he has four dogs!

The post (Free Webinar) From Chaos to Control: Simplifying School Transportation with a Unified Software Solution appeared first on School Transportation News.

Dr. Walter Gonsoulin, Jr., the superintendent for Jefferson County Schools in Alabama, was named the 2025 National Superintendent of the Year during the National Conference on Education in New Orleans, Louisiana. He is the first Alabama superintendent to receive the award since the program began in 1989.

Gonsoulin accepted the award Thursday evening in front of the 45 state superintendent awardees and the three other finalists: Sharon Desmoulin-Kherat, superintendent of Peoria Public School District 150 in Peoria, Illinois; Debbie Jones, superintendent of Bentonville School District in Bentonville, Arkansas; and David K. Moore, superintendent of School District of Indian River County in Vero Beach, Florida.

AASA, alongside award sponsors Corebridge Financial and Sourcewell, recognized Gonsoulin for promoting school choice, tackling complex problems with the goal of improving learning environments for students, and thinking beyond high school by championing other ways to support students in the path they want to take.

During his acceptance speech, he thanked the Jefferson County School Board, the parents, and the 35,000 students. He also thanked the district’s 4,500 employees, calling out bus drivers and maintenance workers specifically.

Watch Gonsoulin’s acceptance speech on Facebook

Gonsoulin spoke with School Transportation News last month about the importance of transportation in getting students to and from Signature Academy Programs. Additionally, he was instrumental in a project to put Wi-Fi hotspots on all school buses, so students can be connected during their long bus routes.

Read more about Gonsoulin and the transportation operations led by Kevin Snowden. Plus, listen to Episode 248 of the School Transportation Nation podcast.

Related: 2025 National Superintendent of the Year Award Finalists Named by AASA
Related: Superintendent Snapshot: Florida District Depends on Transportation
Related: (STN Podcast E246) Internet is Foundational: Why Universal Services Fund Matters to School Buses

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What Drives Automation in Waste Management? Innovation in waste management comes in bursts. Today, the promise of automation through artificial intelligence (AI) offers...

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DENVER, Colo. – EverDriven, the leader in Alternative Student Transportation, proudly announces its full compliance with California’s SB 88 legislation – well in advance of the July 1, 2025 deadline. Having met all requirements in January 2025, six months ahead of the deadline, EverDriven reaffirms its commitment to supporting school districts as they navigate evolving safety and operational requirements in student transportation.

Introduced by Senator Nancy Skinner in 2023, SB 88 sets new standards for student transportation in California. The legislation includes enhanced safety protocols, driver training requirements, and vehicle maintenance regulations, all designed to ensure a safer transportation system for California’s students.

“Our proactive approach to SB 88 compliance demonstrates EverDriven’s dedication to meeting the requirements and keeping every student safe,” said Morgan Judge, Senior Director of Compliance, Regulation, & Policy. “From rigorous driver education to vehicle inspections, we’ve set a new standard for student transportation excellence in California.”

EverDriven ensures SB 88 compliance by addressing key requirements:

Driver Qualifications and Education: Drivers for student transportation in California must meet or exceed the qualifications required by SB 88. Said qualifications include background checks, DMV record reviews, education in areas like student sensitivity and emergency preparedness, and tuberculosis risk assessments. Drivers are required to pass criminal background checks, obtain first aid certifications, and undergo DOT (Department of Transportation) physicals or medical examinations to verify their fitness to operate vehicles safely. EverDriven’s rigorous onboarding process ensures every driver meets all of SB 88’s qualifications and is fully prepared to provide safe and reliable transportation.

Fleet Safety and Maintenance: Vehicles must comply with California’s safety standards. EverDriven meets SB 88’s requirement that all vehicles undergo regular inspections every 12 months or 50,000 miles at a Bureau of Automotive Repair-licensed facility. In accordance with SB 88, each vehicle is equipped with a fire extinguisher and a first aid kit to reinforce EverDriven’s commitment to passenger safety.

Compliance Reporting: EverDriven provides detailed reporting on all transportation services, including driver qualifications, vehicle maintenance, and trip data. Additionally, EverDriven supplies documentation for an EPN (Employer Pull Notice) program, allowing continuous monitoring of driver records to ensure compliance and safety. This gives districts the necessary documentation to demonstrate full SB 88 compliance.

“California school districts work tirelessly to support their students, and EverDriven is proud to be a trusted partner in that mission,” said Mitch Bowling, CEO of EverDriven. “We don’t just meet SB 88 standards we exceed them, providing districts with a safe, reliable, and equitable transportation solution so they can focus on serving their students without navigating complex transportation regulations. Our network of fully vetted and qualified drivers meets the highest standards, delivering the consistency and care that every student deserves.”

To learn more about EverDriven and how its solutions support student transportation, visit https://www.everdriven.com.

About EverDriven:
With nearly 700 school district contracts and over 28,000 students served last year alone, EverDriven is the leader in safe and technology-enabled Alternative Student Transportation. Leveraging proprietary routing technology and customized transportation services, the company has been instrumental in addressing driver shortages, helping reduce chronic absenteeism, accommodating varying bell times, and serving unique student needs related to the McKinney-Vento Homeless Assistance Act, special needs, ESSA, hard-to-serve trips, and out-of-district placements. For more information, visit everdriven.com.

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A school district in Pennsylvania launched an investigation after one of the school buses had a sign prohibiting bus riders from speaking Spanish.

According to local news reports, there were photos circulating around social media on Friday about a Juniata County School District (JCSD) bus prohibiting students from speaking Spanish on board, “out of respect to English only students” per “owner/management.”

The district’s superintendent, Christie L. Holderman, released a statement Saturday stating that the district became aware of the inappropriate sign being displayed and confirmed officials had taken immediate and appropriate action to address the situation.

Holderman added that the district is currently investigating the incident thoroughly and they are ensuring that all necessary steps are taken to prevent something like this happening again.

In the same statement, Rohrer Bus, the district’s transportation management partner, made clear that the bus involved in the incident is owned and operated by a separate entity, whose name was not disclosed in the statement. Initial reports referencing the source of the sign as “owner/management” gave the impression that the sign was authorized by representatives of Rohrer Bus. However, company officials confirmed that the company did not “author or endorsed this statement in any way.”

“As Juniata County School District’s transportation management partner, we have been working closely with District officials to swiftly investigate,” Rohrer added.

“Such language and sentiments are entirely contrary to the company’s values and commitment to fostering a respectful and inclusive environment for all students,” Rohrer continued. “As a precautionary measure, we have suspended the transportation provider involved pending the outcome of an investigation. We recognize the seriousness of this situation and the impact it may have on our community. Rohrer Bus is committed to taking proactive steps to prevent such incidents in the future.”

Related: Pennsylvania School Bus Shooter Apprehended
Related: The Lasting Impact of a Former Pennsylvania School Bus Driver
Related: School Bus Driver Creates Children’s Book to Promote School Bus Safety
Related: Equity, Diversity and Inclusion: A Plan for Improved Staff Recruitment, Retention

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School bus maintenance can be costly and complex, but there are new ways to manage it more efficiently. This webinar will explore how districts can reduce maintenance costs, simplify operations, and ensure fleet reliability—without committing to a full home-to-school contract.

Attendees will learn:

• How to manage maintenance costs more predictably
• Ways to streamline fleet operations and reduce administrative burden
• Strategies to meet evolving environmental regulations
• Insights into First Student’s Fleet as a Service model

Whether you’re looking to improve efficiency or explore alternative maintenance solutions, this session will provide actionable insights to help your district make informed decisions. Register now to learn more!

Presented by First Student

REGISTER BELOW:

Presenters:

Todd Hawkins
Senior Vice President of Maintenance
First Student

Senior Vice President of Maintenance Todd Hawkins oversees management for all 500 maintenance operations for First Student. Hawkins has more than 30 years of experience as a manager of maintenance. He is responsible for First Student’s maintenance activities which include school buses, transit contracting systems operating fixed-route, paratransit, trolley, shuttle, and over-the-road vehicles. Hawkins’ focus is on managing our maintenance quality assurance programs and implementing innovative methods to improve efficiency and bring accountability to our clients.

He and his staff offer technical assistance, training, and best-practice information to First Student’s maintenance operations and can provide technical assistance as necessary to the 2,600 fleet maintenance staff.

Prior to First Student, Hawkins held leadership positions at Ryder Truck Rental including Mechanic and Assistant Supervisor and Maintenance Manager. Hawkins earned his degree in diesel technology from Atlanta Area Technical College.

Edmund Dixon
Principal Consultant
First Consulting

Edmund Dixon is a Principal Consultant for First Consulting, focused on providing districts with efficient routing solutions, streamlined operations procedures and effective fleet maintenance.

He has been instrumental in leading multiple consulting engagements across North America, for districts with fleets spanning from 12 to 200+ busses. Dixon has served as an educator and administrator for Chicago Public Schools as well as providing a wide range of consulting and business development opportunities ranging from IT Consulting to EdTech Consulting.

Dixon holds a Bachelor’s Degree in History from the University of Virginia and a Master’s Degree in Education and Social Policy from Northwestern University.

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Across a career’s worth of pioneering product designs, Doug Field’s work has shaped the experience of anyone who’s ever used a MacBook Air, ridden a Segway, or driven a Tesla Model 3.

But his newest project is his most ambitious yet: reinventing the Ford automobile, one of the past century’s most iconic pieces of technology.

As Ford’s chief electric vehicle (EV), digital, and design officer, Field is tasked with leading the development of the company’s electric vehicles, while making new software platforms central to all Ford models.

To bring Ford Motor Co. into that digital and electric future, Field effectively has to lead a fast-moving startup inside the legacy carmaker. “It is incredibly hard, figuring out how to do ‘startups’ within large organizations,” he concedes.

If anyone can pull it off, it’s likely to be Field. Ever since his time in MIT’s Leaders for Global Operations (then known as “Leaders in Manufacturing”) program studying organizational behavior and strategy, Field has been fixated on creating the conditions that foster innovation.

“The natural state of an organization is to make it harder and harder to do those things: to innovate, to have small teams, to go against the grain,” he says. To overcome those forces, Field has become a master practitioner of the art of curating diverse, talented teams and helping them flourish inside of big, complex companies.

“It’s one thing to make a creative environment where you can come up with big ideas,” he says. “It’s another to create an execution-focused environment to crank things out. I became intrigued with, and have been for the rest of my career, this question of how can you have both work together?”

Three decades after his first stint as a development engineer at Ford Motor Co., Field now has a chance to marry the manufacturing muscle of Ford with the bold approach that helped him rethink Apple’s laptops and craft Tesla’s Model 3 sedan. His task is nothing less than rethinking how cars are made and operated, from the bottom up.

“If it’s only creative or execution, you’re not going to change the world,” he says. “If you want to have a huge impact, you need people to change the course you’re on, and you need people to build it.”

A passion for design

From a young age, Field had a fascination with automobiles. “I was definitely into cars and transportation more generally,” he says. “I thought of cars as the place where technology and art and human design came together — cars were where all my interests intersected.”

With a mother who was an artist and musician and an engineer father, Field credits his parents’ influence for his lifelong interest in both the aesthetic and technical elements of product design. “I think that’s why I’m drawn to autos — there’s very much an aesthetic aspect to the product,” he says. 

After earning a degree in mechanical engineering from Purdue University, Field took a job at Ford in 1987. The big Detroit automakers of that era excelled at mass-producing cars, but weren’t necessarily set up to encourage or reward innovative thinking. Field chafed at the “overstructured and bureaucratic” operational culture he encountered.

The experience was frustrating at times, but also valuable and clarifying. He realized that he “wanted to work with fast-moving, technology-based businesses.”

“My interest in advancing technical problem-solving didn’t have a place in the auto industry” at the time, he says. “I knew I wanted to work with passionate people and create something that didn’t exist, in an environment where talent and innovation were prized, where irreverence was an asset and not a liability. When I read about Silicon Valley, I loved the way they talked about things.”

During that time, Field took two years off to enroll in MIT’s LGO program, where he deepened his technical skills and encountered ideas about manufacturing processes and team-driven innovation that would serve him well in the years ahead.

“Some of core skill sets that I developed there were really, really important,” he says, “in the context of production lines and production processes.” He studied systems engineering and the use of Monte Carlo simulations to model complex manufacturing environments. During his internship with aerospace manufacturer Pratt & Whitney, he worked on automated design in computer-aided design (CAD) systems, long before those techniques became standard practice.

Another powerful tool he picked up was the science of probability and statistics, under the tutelage of MIT Professor Alvin Drake in his legendary course 6.041/6.431 (Probabilistic Systems Analysis). Field would go on to apply those insights not only to production processes, but also to characterizing variability in people’s aptitudes, working styles, and talents, in the service of building better, more innovative teams. And studying organizational strategy catalyzed his career-long interest in “ways to look at innovation as an outcome, rather than a random spark of genius.”

“So many things I was lucky to be exposed to at MIT,” Field says, were “all building blocks, pieces of the puzzle, that helped me navigate through difficult situations later on.”

Learning while leading

After leaving Ford in 1993, Field worked at Johnson and Johnson Medical for three years in process development. There, he met Segway inventor Dean Kamen, who was working on a project called the iBOT, a gyroscopic powered wheelchair that could climb stairs.

When Kamen spun off Segway to develop a new personal mobility device using the same technology, Field became his first hire. He spent nearly a decade as the firm’s chief technology officer.

At Segway, Field’s interests in vehicles, technology, innovation, process, and human-centered design all came together.

“When I think about working now on electric cars, it was a real gift,” he says. The problems they tackled prefigured the ones he would grapple with later at Tesla and Ford. “Segway was very much a precursor to a modern EV. Completely software controlled, with higher-voltage batteries, redundant systems, traction control, brushless DC motors — it was basically a miniature Tesla in the year 2000.”

At Segway, Field assembled an “amazing” team of engineers and designers who were as passionate as he was about pushing the envelope. “Segway was the first place I was able to hand-pick every single person I worked with, define the culture, and define the mission.”

As he grew into this leadership role, he became equally engrossed with cracking another puzzle: “How do you prize people who don’t fit in?”

“Such a fundamental part of the fabric of Silicon Valley is the love of embracing talent over a traditional organization’s ways of measuring people,” he says. “If you want to innovate, you need to learn how to manage neurodivergence and a very different set of personalities than the people you find in large corporations.”

Field still keeps the base housing of a Segway in his office, as a reminder of what those kinds of teams — along with obsessive attention to detail — can achieve.

Before joining Apple in 2008, he showed that component, with its clean lines and every minuscule part in its place in one unified package, to his prospective new colleagues. “They were like, “OK, you’re one of us,’” he recalls.

He soon became vice president of hardware development for all Mac computers, leading the teams behind the MacBook Air and MacBook Pro and eventually overseeing more than 2,000 employees. “Making things really simple and really elegant, thinking about the product as an integrated whole, that really took me into Apple.”

The challenge of giving the MacBook Air its signature sleek and light profile is an example.

“The MacBook Air was the first high-volume consumer electronic product built out of a CNC-machined enclosure,” says Field. He worked with industrial design and technology teams to devise a way to make the laptop from one solid piece of aluminum and jettison two-thirds of the parts found in the iMac. “We had material cut away so that every single screw and piece of electronics sat down into it an integrated way. That’s how we got the product so small and slim.”

“When I interviewed with Jony Ive” — Apple’s legendary chief design officer — “he said your ability to zoom out and zoom in was the number one most important ability as a leader at Apple.” That meant zooming out to think about “the entire ethos of this product, and the way it will affect the world” and zooming all the way back in to obsess over, say, the physical shape of the laptop itself and what it feels like in a user’s hands.

“That thread of attention to detail, passion for product, design plus technology rolled directly into what I was doing at Tesla,” he says. When Field joined Tesla in 2013, he was drawn to the way the brash startup upended the approach to making cars. “Tesla was integrating digital technology into cars in a way nobody else was. They said, ‘We’re not a car company in Silicon Valley, we’re a Silicon Valley company and we happen to make cars.’”

Field assembled and led the team that produced the Model 3 sedan, Tesla’s most affordable vehicle, designed to have mass-market appeal.

That experience only reinforced the importance, and power, of zooming in and out as a designer — in a way that encompasses the bigger human resources picture.

“You have to have a broad sense of what you’re trying to accomplish and help people in the organization understand what it means to them,” he says. “You have to go across and understand operations enough to glue all of those (things) together — while still being great at and focused on something very, very deeply. That’s T-shaped leadership.”

He credits his time at LGO with providing the foundation for the “T-shaped leadership” he practices.

“An education like the one I got at MIT allowed me to keep moving that ‘T’, to focus really deep, learn a ton, teach as much as I can, and after something gets more mature, pull out and bed down into other areas where the organization needs to grow or where there’s a crisis.”

The power of marrying scale to a “startup mentality”

In 2018, Field returned to Apple as a vice president for special projects. “I left Tesla after Model 3 and Y started to ramp, as there were people better than me to run high-volume manufacturing,” he says. “I went back to Apple hoping what Tesla had learned would motivate Apple to get into a different market.”

That market was his early love: cars. Field quietly led a project to develop an electric vehicle at Apple for three years.

Then Ford CEO Jim Farley came calling. He persuaded Field to return to Ford in late 2021, partly by demonstrating how much things had changed since his first stint as the carmaker.

“Two things came through loud and clear,” Field says. “One was humility. ‘Our success is not assured.’” That attitude was strikingly different from Field’s early experience in Detroit, encountering managers who were resistant to change. “The other thing was urgency. Jim and Bill Ford said the exact same thing to me: ‘We have four or five years to completely remake this company.’”

“I said, ‘OK, if the top of company really believes that, then the auto industry may be ready for what I hope to offer.’”

So far, Field is energized and encouraged by the appetite for reinvention he’s encountered this time around at Ford.

“If you can combine what Ford does really well with what a Tesla or Rivian can do well, this is something to be reckoned with,” says Field. “Skunk works have become one of the fundamental tools of my career,” he says, using an industry term that describes a project pursued by a small, autonomous group of people within a larger organization.

Ford has been developing a new, lower-cost, software-enabled EV platform — running all of the car’s sensors and components from a central digital operating system — with a “skunk works” team for the past two years. The company plans to build new sedans, SUVs, and small pickups based on this new platform.

With other legacy carmakers like Volvo racing into the electric future and fierce competition from EV leaders Tesla and Rivian, Field and his colleagues have their work cut out for them.

If he succeeds, leveraging his decades of learning and leading from LGO to Silicon Valley, then his latest chapter could transform the way we all drive — and secure a spot for Ford at the front of the electric vehicle pack in the process.

“I’ve been lucky to feel over and over that what I’m doing right now — they are going to write a book about it,” say Field. “This is a big deal, for Ford and the U.S. auto industry, and for American industry, actually.”

Following Britton Smith’s resignation in September, Blue Bird tapped John Wyskiel as his replacement, effective Feb. 17.

Smith was slated to take over CEO and president last Sept. 29, as current CEO Phil Horlock was set to retire. However, Smith announced his resignation just weeks prior. Horlock, who served as president and CEO from 2011 to 2021 and then again in May 2023 remained as CEO, as the company sought a replacement.

Enter Wyskiel, an automotive industry veteran with over “35 years of experience in manufacturing leadership, operational excellence and global sales and supply chain management,” stated a Blue Bird press release on Wednesday.

From 2002 to 2004, Wyskiel served as the general manager of Blue Bird Coach in Canada, part of Blue Bird Corporation. According to a press release it was one of the largest school bus body and assembly manufacturers of Type C and Type A school buses located in Brantford, Ontario. Blue Bird Coach Canada was not a part of Blue Bird’s joint venture with Girardin to build Micro Bird models in Quebec.

Wyskiel then embarked on a 20-year career at Magna International, most recently serving as president of Magna Seating. There, he led a $6 billion business with 33,000 employees across more than 60 manufacturing facilities in 15 counties. He also served as vice president of Magna’s Body & Structures business in Canada and the U.S.

“His extensive background includes various senior roles in manufacturing, operations, engineering, product management and sales at automotive suppliers Magna, Dana Corporation and Borg Warner,” the Blue Bird press release adds.

“I’m thrilled to return to Blue Bird, an iconic American company,” Wyskiel stated. “I’m passionate about building scalable operations and leading high-performance teams to drive continuous improvement. I look forward to working with the entire Blue Bird team and dealer network to execute our strategic initiatives and to deliver sustained profitable growth.”

Related: Blue Bird Announces Resignation of President; Phil Horlock to Remain as President and CEO
Related: OEM Blue Bird Featured on CBS for Safety Technology, Three-Point Seatbelts
Related: (STN Podcast E215) Next-Level Safety: Exclusive Interview – Seatbelts Standard on Blue Bird Buses
Related: Delawares Bryan Named President-Elect of NASDPTS

Wyskiel will also join the Blue Bird board of directors on Feb. 17. Horlock will remain on the board to ensure a smooth transition.

“John’s deep and varied expertise in operational excellence and manufacturing leadership makes him an ideal fit for this role at this time,” said Doug Grimm, chairman of Blue Bird Corporation. “His proven track record will be invaluable as we expand our footprint and improve our operational processes to support our customers.”

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SCHENECTADY, N.Y. and AUSTIN, Texas– Transfinder Corp. reported another record-breaking year, with annual revenue of $42.2 million, up from $35.4 million in 2023. The 20 percent increase represents Transfinder’s 27th consecutive year of annual growth.

Transfinder, which provides school transportation management and logistics solutions as well as policing software, also added 168 new clients, with 50 percent leaving competitors for Transfinder and 41 percent still routing manually.

There were a number of factors driving Transfinder’s growth, including hardware sales, which grew 117 percent to $9.5 million in 2024. Transfinder Hardware includes mounts and tablets for school buses running Wayfinder, Transfinder’s driver app, which provides turn-by-turn directions and the ability to take student attendance. Wayfinder sales alone jumped 67 percent in 2024 compared with the previous year. Servicefinder, the company’s fleet maintenance solution, saw sales increase 47 percent from the previous year. Sales in Transfinder Marketplace, which includes Transfinder’s partners, increased 134 percent year-over-year.

In addition to revenue growth, last year also marked a return of Transfinder’s premier Annual Client Summit, which had stopped in 2019 as a result of COVID. Transfinder’s Summit, held in April 2024 in San Antonio, Texas, sold out, with more than 300 attendees, its largest to date. In terms of attending conferences, Transfinder employees attended 49 conferences in 26 states, returning to some states multiple times. Transfinder’s experts recorded 147 days on district sites, up 29 percent from 2023.

Transfinder Community, an online resource created in 2020 that provides how-to videos, guides, webinars and live chat exclusively for Transfinder clients, has played a key role in the company’s success as more clients are receiving that Gold Standard customer service on their own time. Community’s homepage alone received 162,373 visits in 2024, up 237 percent from the previous year.

“We are running on all cylinders,” said Transfinder President and CEO Antonio Civitella. “Last year demonstrated just how deep Transfinder’s team is, launching new products –

like Patrolfinder and Servicefinder – to new markets and hosting our largest Annual Client Summit in the history of the company in a new location for us. There’s a sense around here that there’s nothing we can’t do when we work together.”

Civitella said because of that he is setting even loftier goals, anticipating the company will hit $50 million in revenue in 2025. To that end, he is creating two divisions for Transfinder, the Pupil Logistics Division, focused on school transportation, and the Safety and Security Division, focused on police, municipalities and entities needing security-related solutions.

“While Transfinder is at an inflection point, we remain laser focused on the industries we serve and are devoted to making each and every one of our clients successful,” Civitella said. “There are synergies between the two divisions, but each industry will benefit from the Navy Seal approach we will provide.”

Civitella spoke about his vision for the company during a daylong kickoff at Transfinder’s headquarters in Schenectady, New York, on Jan. 13.

“We need to continue to innovate,” he told the Transfinder team. “We have done a good job and it’s going to get harder and harder to do this. But we are building on all the synergy we’ve created all these years.”

Proof of Transfinder’s continual innovation has been demonstrated by its solutions being named Best Hardware and Best Hardware for the second straight year at School Transportation News’ STN Expo in Reno, Nevada in 2024. (It’s the third year Transfinder received the Best Software designation). This year, Transfinder took home even more “hardware,” winning Best Safety Technology as well.

Backing the technology is Transfinder’s support teams. Trainings increased 2.9 percent to 8,930 in 2024 from 8,677 the year before, with trainings in Wayfinder increasing 144 percent, in Servicefinder increasing 125 percent and in Stopfinder increasing 46 percent.

Transfinder technology is more and more becoming “mission critical” technology for districts. Civitella said Transfinder’s award-winning Routefinder PLUS software was used to route students along 100,984,684 miles. That’s the equivalent of 212 round trips to the moon. Parents received more than 58 million notifications about their child’s bus via Transfinder’s award-winning Stopfinder parent app.

“The numbers in so many categories, from sales to notifications to miles routed keep climbing exponentially,” Civitella said. “It is extremely rewarding but it comes with an awesome sense of responsibility: Millions and millions of parents and students are counting on our clients to get it right day after day. We are partners with them in this mission.”

To bolster that partnership, Transfinder continues to add to its headcount. Currently, the tech company has 195 employees globally, up from 182 last year. Of the 5,903 candidates seeking a position at Transfinder, just 22 were hired in 2024.

“We basically have never stopped hiring,” Civitella said. “We are adding new roles, new teams and new divisions. We are looking for the best of the best.” He noted that 2024 demonstrated once again that Transfinder has become a destination for those wanting to do their best work with a meaningful purpose. Transfinder was once again named a Top Workplace by the Times Union and a Best Place to Work by the Albany Business Review in 2024.

“That success is the result of finding the right people who fit into the Transfinder culture,” Civitella said.

Highlights in 2024 include:

· 27th consecutive year of annual revenue growth

· 168 new clients

· Hardware sales up 117 percent from 2022

· Received Best Software, Best Hardware, Best Safety Technology awards from School Transportation News

· Made Inc.’s fastest-growing companies list (12th time)

· Made The Business Review’s fastest-growing companies list

· Named a Best Place to Work, Top Workplace

· Attended 49 conferences

· Received 5,903 applications (hired 22)

· Secured the location in Nashville, Tennessee for the Annual Client Summit

“We fought hard in 2024. There is no resting on our laurels. Every client call, every outreach, every conference mattered. The result is more clients trusting us for more of their solutions to run their operations,” Civitella said. “I said last year would be transformational for Transfinder and it was. Somehow, we will top even that in 2025!”

About Transfinder:
Founded in 1988 and headquartered in Schenectady, New York, Transfinder is a national leader in intelligent transportation systems, providing transportation management systems and services to municipalities, school districts, adult care facilities and police agencies. Transfinder develops and supports its proprietary routing and scheduling solutions and apps for optimal transportation logistics. Transfinder has been an Inc. magazine “fastest-growing company,” 12 times, at one time holding a streak for 11 consecutive years on the list. The company has offices in Austin, Texas; Shanghai, China and Mumbai, India. The company provides both software and hardware, receiving Best Software, Best Hardware and Best Safety Technology awards by industry leaders. Transfinder also has been named a Best Place to Work, Top Workplace and Best Company to Work for in New York State multiple times, For more information, visit www.transfinder.com.

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In the overview of our January 2020 Global Cleantech 100, we welcomed readers to the “Roaring 20s,” predicting a decade of cleantech growth,...

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Geoengineering solutions are large-scale interventions to counteract the effects of climate change. The most established of solutions are carbon capture technologies, which seek...

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