Q&A
Trading One Express for
Another More Precious Tim Wertner brings new leadership approach, lessons learned from global shipping magnate to one of the nation’s largest school bus contractors
With Ryan Gray |
ryan@stnonline.com
T
im Wertner is no stranger to the challenges of moving goods to and from. A 30-year veter- an of transportation logistics and operations, he has worked in various roles and sectors,
including trucking and air freight. He spent most of his career at FedEx Express, serving as a regional manag- ing director, general manager and vice president of the Memphis World Hub, and finally senior vice president of U.S. operations. He has overseen operations, strategy and innovation for some of the most complex and demanding transportation networks in the world, plus he’s even been behind the wheel of a commercial vehicle as a driver. Starting last spring, he took on the challenge of trans-
porting the most precious cargo—schoolchildren—as the CEO of National Express LLC, one of the largest and most diversified transportation service providers in North America. A year into his tenure, in this exclu- sive interview, we asked him about his background, his vision, goals for the company, and, of course electric school bus adoption.
STN: How did you first become involved in transpor-
tation? Wertner: At the early age of eight, I embarked on
my first job as a paperboy, transporting and delivering newspapers. It was a role that immediately instilled in me a sense of responsibility, as customers relied on me for their daily news—My grandkids laugh at this now with the availability of news at our fingertips all the time. That is when I learned the importance of treating people with respect and fostering strong relationships, although I didn’t yet understand the concept of customer service. More significantly, I learned the vital role transportation plays in society and how people depend on it each day. My early experience in transportation was not just
56 School Transportation News • JULY 2024
a job but a steppingstone to a career. As I planned for college, I recognized the potential of my affinity for transportation. At the age of 20, I joined FedEx to help pay for school, a decision that resulted in much more than just college funding for the next three decades. This journey, filled with challenges and triumphs, ultimately led me to my current role as CEO and leader of National Express, a position I am proud to hold and one that is a testament to the lessons I learned along the way.
STN: What was the biggest adjustment for you per-
sonally when you moved to the student transportation industry? Wertner: After nearly 29 years with FedEx Express, I
felt it was time for a change. Upon accepting this new opportunity with National Express School, I was con- fident I could reposition and elevate the company to best-in-class status within our industry. My extensive background in logistics and transportation seamless- ly applies to the school bus sector, where I’ve noticed many similarities since transitioning. During my time at FedEx Express, I oversaw the U.S.
West Coast operations, leading the conversion to a green electric fleet. This experience provided valuable insight into electrifying National Express’s fleet, aligning with our ambitious but necessary goal of converting the entire fleet by 2035 for the well-being of our students, communities and environment. Additionally, I led strategies, tactics and operational
procedures for the handling of three million daily pack- ages and nearly 100 daily flights domestically. Together with another business partner, we co-led the Customer Experience Division, which entailed supervising four Vice Presidents and managing the organization’s 44,000 employees.
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