Operations and customer service are not just my ex- pertise but also my passion. Over the years, I’ve learned what works and what doesn’t and implemented numer- ous workflows to be best in class. I am confident that National Express School is in a very good place now, and we must focus on our successes and growth over the last year to continue this upward trajectory.
STN: How does your family shape your perspective as the leader of one of the largest U.S. fleets of school buses and employers of school bus drivers? Wertner: My wife and I have six children and 11
grandchildren, with one on the way! They all fully sup- ported my decision to take on this exciting role as CEO in this new industry. Family is paramount to me, and my life revolves around them. I’ve always held school bus
drivers in high regard. They played a crucial role in safely transporting my children to and from school over the years. Even though my own children are now grown, my focus remains the same, especially when it comes to my grandchildren. Every time I see a school bus, I am reminded of the precious cargo they carry and the importance of having skilled drivers behind the wheel. Furthermore, several of
are their own kids, grandchildren, nieces, nephews, etc.
STN: Describe your leadership style. Wertner: I’m a high-energy, deeply passionate opera-
tor who thrives on collaboration with my team. I believe in hiring the best and relying on each team member to excel in their roles. Maintaining a positive attitude is es- sential to me, as I strive to find the silver lining in every situation I encounter.
STN: How is electrifying school buses similar to FedEx
Express vans and trucks? Different? Wertner: Both industries
Maintaining a positive attitude is essential to me, as I strive to find the silver lining in every situation I encounter.
my family members are directly involved in education. One of my daughters is a teacher, another is a middle school counselor. Additionally, my niece is a teacher, and my daughter-in-law was a teacher. She is now a mom of four kids, who take a school bus to and from school daily. This demonstrates the high value we place on education. We recognize that without buses, many families would face significant challenges in getting their children to and from school. This realization re- inforces my belief that I’m working for a company that truly makes a difference in the daily lives of students and their families. Just as my wife and I prioritized rearing our children
to be upstanding citizens who contribute to society, the same principle applies to our staff and school bus drivers. Our goal and priority are to recruit the best team mem- bers in the business who will treat our students as if they
are undergoing a shift to- ward electrifying their entire fleet, showcasing a notable similarity. They are different in that a great percentage of our customers for National Express are public school districts and are, in essence, government entities. We had the opportunity to assist our customers by applying for the EPA Clean School Bus Program. Many of our customers were awarded funding, and now we will be assisting with the delivery of these vehicles.
STN: What are the biggest
challenges student trans- porters face with electric buses?
Wertner: The number one challenge, in my opinion,
is that they cost twice as much as a brand-new diesel bus. Together, as an industry, we must find a solution to bring the cost down in order to make it more feasible for school districts to electrify their entire fleets. Addition- ally, there is a demand concern. It takes a lot longer to produce EVs, and demand is so great that sometimes it can take over a year to obtain a vehicle or vehicles.
STN: Where does National Express and its companies
currently stand with implementing electric school buses across North America? Wertner: As an environmentally responsible employer
and company, our foremost priorities lie in focus- ing on sustainability efforts and reducing our carbon footprint. A few years back, we set an ambitious goal to electrify our entire fleet by 2035. While this objective is
www.stnonline.com 57
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84
