Please introduce yourself and tell us about your career in pupil transportation.
I got into this industry in the 1980s. At the time, I owned a recycling business as a young entrepreneur. My business was located across the highway from a bus depot. As I understand now how difficult it is to find drivers, the transportation manager would come across the highway all the time and say, “You need to come work for me. It would fit perfectly with your business, and I really need drivers.” I kept saying no because I didn’t think I had time since I was running my own business.
Eventually, I decided to take his training program, figuring it wouldn’t hurt to be trained and gain some experience. I completed the training and then didn’t do anything with it for just over a year. One day, he came to me completely desperate. There had been a major shakeup, and he had no drivers left. He told me, “I’m desperate. I’ve got everyone from other departments driving, and there’s no one left.” So I agreed to drive, and he basically just handed me a set of keys.
Once I started driving, I was completely taken by the ability to shape and nurture the future I was transporting. The opportunity to build relationships with students and contribute, even in a small way, to their education and lives really resonated with me. From that day forward, I started what I jokingly call “bleeding yellow.”
Very quickly, I became the youngest employee in that school division. Not long after, I was still a lead driver but also acting as a coordinator for all the drivers. The individual who originally hired me was eventually asked to retire, and about six months later, I was effectively running operations—while still running my recycling business out of the bus depot.
I came in with a different vision, largely because of my business background. My father owned seven dry-cleaning businesses, so business was in my blood. I took the responsibility seriously, particularly the opportunity to improve student outcomes and extend my influence as far as possible.
I worked in that school division, which was relatively small at the time, until a larger opportunity arose. I sold my recycling business and moved into a larger operation (by Canadian standards) in British Columbia. Around that time, between 1991 and 1997, I attended my first provincial association conference and became involved with the organization. A year later, I became a zone representative for my region, and two years after that, I became president. I served 12 terms as president of the BC association.
During that time, we worked to formalize and evolve the student transportation industry across British Columbia. A few years later, I attended my first NAPT conference and pursued every PDS course I could. I became the first Canadian to earn the Certified Director of Pupil Transportation designation. I also began working with NAPT’s executive leadership to explore how Canada could potentially become something akin to a chapter of NAPT—an effort that has continued for many years.
As my career progressed, my focus expanded beyond individual operations to broader industry development. In 2010, I coordinated a program with the provincial government where our association took over a bus-purchasing program. This allowed the government to remain hands-off while we gained flexibility. The agreement stipulated that all revenue generated would be reinvested into supporting and enhancing the industry in British Columbia.
One major initiative involved partnering with NAPT to convert PDS courses into Canadian-specific versions. We maintained the same course structure, such as PDS 101, but added Canadian regulatory references, laws, human rights considerations, and metric measurements. In areas like special needs transportation, where Canada lacks national legislation, we emphasized best practices. To date, we’ve converted approximately 40 programs.
We also ensured these programs were delivered regularly, including at least two PDS sessions annually at our provincial conference, with additional regional offerings. This mirrored NAPT’s structure on a smaller scale.
In parallel, I continued managing school division operations and eventually assumed responsibility for facilities as well, overseeing custodial staff, tradespeople, and maintenance teams. I’ve always viewed myself as a servant leader, focused on helping those I manage succeed and achieve their goals.
Because of this work, I became recognized as an industry leader, frequently consulted by government on transportation issues. In 2002, when British Columbia removed student transportation from the School Act due to budget constraints, our association’s reinvestment model helped secure government support for continued industry development. I also completed several secondment projects for the government, producing reports and recommendations.
After 20 years in one district, I moved to a larger district but was soon asked by the provincial government to lead a project to standardize transportation systems across the province. Although the project was later canceled following a change in government, this experience led to my appointment as executive director of the provincial association.
While that role was intended to be part-time, it quickly became full-time due to expanding responsibilities. One major achievement was pioneering the electrification of school buses in British Columbia. I wrote the provincial specifications, engaged federal funding support, and helped position BC as a leader in electric school bus implementation. I continue to provide training and consulting on electrification across Canada.
Additionally, in 2002, I worked with Natural Resources Canada to develop a national training program called Smart Driver for Fuel Efficiency for school bus drivers. I also joined the Canadian Standards Association committee responsible for school bus construction standards (CSA D250), where I currently serve as chair.
More recently, I stepped down as association manager last March and expanded my consulting work. I now provide training and implementation services for a bus dealer in Western Canada and have recently taken on a general manager role at a dealership. So, my plate is full.
What motivated you to pursue a leadership position on the NAPT Board of Directors?
My motivation hasn’t changed since 2010. The U.S. operates roughly ten times the number of school buses as Canada, which means there’s an enormous knowledge base and infrastructure through NAPT. Canada simply doesn’t have the resources to develop an equivalent PDS program independently, but by partnering with NAPT, we can enhance our industry together.
Student transportation doesn’t fundamentally change when you cross the 49th parallel. Our work is the same. In British Columbia, we made a deliberate decision to ensure all provincial members were also full NAPT members, and we’ve encouraged other provinces to follow suit.
As Region Six director, I hope to build consensus across Canada and ensure international members have a voice on the board. I also see opportunities to improve inclusivity within the PDS program, particularly regarding exams and regulatory differences.
I want to align my vision with NAPT leadership and help shape the future of Region Six. I’m already attending multiple conferences across Canada this spring and plan to represent NAPT whenever possible.
From your perspective as a new board member, what are the most significant needs of the membership in 2026?
One major challenge is that many Canadian transportation professionals are restricted from traveling to U.S. conferences due to provincial mandates. While understandable, these barriers complicate professional development.
My vision is to move beyond borders and focus on our shared mission: safely transporting students. Regardless of geography, we all operate the same yellow school buses for the same purpose. We need unity and collaboration, not division.
What does NAPT provide that can’t be found elsewhere?
NAPT provides unification and leadership development that doesn’t exist anywhere else. There’s no college or university degree in student transportation. While many professionals are highly educated, their transportation expertise comes from experience and organizations like NAPT.
NAPT offers unparalleled opportunities for professional growth through conferences, webinars, and the PDS program. That value must continue, and state and provincial associations, including ours in British Columbia, play a key role in extending those benefits locally.