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Mr. Irick managed a broad range of customer-focused initiatives to improve bus service. These included partnering with the NYC Department of Transportation to improve bus speeds and service reliability by implementing Select Bus Service (SBS) Bus Rapid Transit routes and piloting Traffic Signaling Priority (TSP) technologies. Mr. Irick...
The existing Operations Planning (OP) Division at NYCT was created in 1985. Prior to that, the scheduling and service planning functions generally found in an OP unit were scattered across some 26 groups across the organization. Mr. Gaul was part of the management team that established the first...
Due to an impending fiscal crisis, we were tasked by a large public transit agency to analyze the entire bus route network to identify opportunities for immediate cost savings. Using a quick response analytical assessment of the system’s 235 routes, we were able to quickly identify routes that...
The signal system on NYC Transit’s “B” Division (with the exception of CBTC on L line) was installed in phases during the Great Depression and currently in the process of modernization and would take a few more years. All signals operated on relay logic and it was impossible...
Mr. Kesich was instrumental in ensuring that the design and implementation of the PTC system at a large commuter railroad property was completed and adhered to mandated timelines. Starting in 2006, he was directly involved in implementing an Advanced Civil Speed Enforcement System (ACSES) within that railroad’s operating...
As Senior Director of Bus Schedules for a major property, Mr. Gilkin participated as a support role in labor negotiations. His staff analyzed contract demands, their operational impacts and estimated cost impacts to the negotiating team. In particular he participated in negotiating a precedent-setting agreement during an expansion of...
Over two million trips are taken every weekday across the New York City Transit (NYCT) bus network. Revising the schedules for each of these routes is a labor-intensive process, and, thanks to limited resources, fewer than half of all routes are examined each year. Traditionally, schedules have been...
We were tasked by a major commuter rail operator to analyze ticket sales data to determine ridership with origin-destination and time-of-day detail. The operator had four distinct sales channels: mobile ticketing, paper ticket vending machines, monthly direct-mail ticket subscriptions, and on-board sales by train crew. The mobile ticket...
After the September 11, 2001 attacks at the World Trade Center, Philip Plotch was appointed director of transportation and economic policy at the Lower Manhattan Development Corporation. In this role, he developed new transportation programs, conducted transportation studies, and helped establish priorities for the distribution of $2.7 billion...
One of Mr. Irick’s biggest challenges was maintaining quality service in a fast and ever-changing environment on a large city bus system where all stakeholders demanded more transparency and accountability. As such, he led by his signature guiding principle of “Buses as a Business”. He advanced the basic...
As a Principal Planner at the Chicago Transit Authority (CTA) in the early 1980’s, Mr. Gaul was assigned to the Orange Line design project. He initiated the planning efforts that allowed for the implementation of One Person Train Operation (OPTO) on the new line. Although CTA had pioneered...
During a period of high and growing bus ridership at a large city bus system, there was a need to systematically and quickly identify the routes and time periods that needed increases and where buses could be harvested at identified declines. With approximately 4,500 buses operating on 235...
The New York City metropolitan area was hard hit by COVID-19, and the pandemic brought with it unprecedented challenges for New York City Transit. Previously dependable approaches to monitor ridership suddenly became unavailable (e.g., local bus payment data, field checks). We were tasked to quickly modify existing processes to...
At one passenger rail operator in the Northeast, Mr. Kesich provided technical leadership and facilitated improvements to their ability to safely and reliably provide service during low rail adhesion conditions. To accomplish this multi-disciplinary goal, he took a scientific and multi-pronged approach to the problem, by engaging with...
Mr. Glikin led a department of 30 transit professionals scheduling bus service for a large transit system with 20 bus garages. Over time, Mr. Glikin led a successful transformation of the personnel roster from primarily individuals promoted from first level bus operations supervisor roles, with substantial operating experience,...
