Jon Bez

About Jon Bez

A DIVERSE SET OF EXPERIENCES IN TRANSIT LEADERSHIPI have been responsible for workgroups of 15+ to 60+ for more than a decade. I pride myself on being a \"transit generalist\" who can move easily from conversations about operations, planning, and capital programs. Whether it’s our response to snow, performance audits, crowded service, construction impacts, or a pandemic, I have played an instrumental role in properly shaping our service profile, its schedules, the fleet, and the workforce. I have experience being in front of a vast array of audiences on behalf of Metro, whether that’s been the County Executive, the Council, and its staff, Metro’s leadership team, public town halls, negotiating tables, or in front of hundreds of my colleagues at the same time. It\'s been more virtual lately, but I am not afraid to talk to a large crowd on a variety of issues.A REAL COMMITMENT TO PROMOTING EQUITY AND AN ANTI-RACIST CULTUREI am spurred to create new spaces, and new culture, dedicated to promoting Anti-Racism. I am leading an effort to create and organize a new affinity group that is called the Metro Anti-Racist White Action Group (ARWAG). This is an effort looking to create spaces and resources for white identifying employees to learn about systemic racism and how to better interrupt it. A UNIQUE PERSPECTIVE ON LABOR NEGOTIATIONS (FROM BOTH SIDES)I have played a lead role in negotiating significant changes to Metro’s largest labor contracts from both a labor and management perspective. Recent contract changes, in which I played a key leadership role initiated some of the most significant structural changes for that labor contract in decades, changing how Metro allocates its operator workforce, introducing part-time operators to weekend service for the first time ever, giving the workforce new work week options, and helping save money and reduce workforce requirements for Metro.REPUTATION FOR INNOVATIONI played a key role in helping shape the first RapidRide (Bus Rapid Transit) program more than a decade ago. As a leader in the d2D, Department to Division, effort, I led an effort to reshape Metro’s operational divisions and sections. I am also excited to be an engaged participant and advocate for “Advanced Service Management\", an effort to bring proactive management to bus service, similar to how the industry manages frequent rail services using technology and additional staff to support field operations.

Experience

1. Superintendent of Scheduling

   King County Metro Transit

   Jan 2008 — Present · Seattle, WA, US

   Leadership: Supervise 14+ staff. Reinvent approach to Scheduling service. Collaboratively create new approach to distribute resources service quality investments. Manage consultants in a retraining effort to improve staff skill set. Instigate fundamental changes to scheduling process and service change business practices.Communication: Shepherd labor management relationship during a major scheduling efficiency effort. Set expectations for staff and agency leadership. Deliver key summarized information of service, route, and coach changes to Operations, Vehicle Maintenance, and Customer Information staff. Motivate, empathize, and maintain worker morale through challenging conditions.Major programs, project, achievements: Scheduling Efficiencies, reinvent/redevelop approach to Scheduling RapidRide, introduce aspects of active service management to schedules Stop Based Scheduling, instigate new approach to scheduling business practices Fallback Schedules, initiate new type of scheduling to agency Light Rail, schedule first light rail service

Education

• Cornell College

  Bachelor of Arts (B.A.), Politics and Sociology (Urban and Ethnic Studies)

  1992 — 1996

• University of Iowa

  Master in Urban & Regional Planning, Transportation

  1996 — 1998