You know, I've had a lot friends and fans come up to me at trade

shows, which I attend a lot of, and tell me, Paul, I love Transit Unplugged,

man, that's the greatest podcast, I listen to it all the time, but no one

has ever said to me what our guest today told me a year ago in Florida.

He came up to me at a transit conference.

He said, Paul, my name is Schneider St.

Prue.

and, I want you to know that I've listened to every single episode of the Transit

Unplugged podcast, and it has helped me advance in my career dramatically.

Wow.

What a great fan and what a great story that he tells us today.

Hey, so, I wanted to ask you, you know, drivers, people that

came up as bus operators, have lots of crazy stories, man.

and, and even managers do.

I've got, you know, when we go to conferences and, we sit down with

friends, we, we all talk about our crazy stories, you know, like the time

I got stuck on the 13th floor with an elevator, going to a pre bid meeting,

those kind of funny things, tell us about the craziest thing that's ever

happened to you, or one of the craziest things ever happened to you at work.

Schneider St. Preux: So, sometimes we have some transit supervisors that work

with us right now, commonly remind me of a story and it was, it was really funny.

it was funny to, now, right?

Yeah, I was driving on, I was driving on one of our largest routes, at the

time it was called the Route L, and they normally call it the L from hell, right?

And, which we renamed it after the Better Bus Network and called it the Route 79.

Right.

So I was operating a bus picking up my passengers for the AM peak services and I

heard a semi truck, braking very hard and all I could hear is the tire screeching.

And while I was boarding the passengers, I saw this lady walking across

the street, without any shoes on.

And, I was like, hold on, she's coming my way.

So, so, you know, she, I let up on the I told her to make sure she behaved

herself, and, when, she sat down, Paul, to be honest with you, not

even a block away as I started moving the bus, she started going crazy.

So, I opened up both doors and asked the passengers to exit the bus, right,

because it's sort of like an emergency happened, and I told her, hey, listen,

you're gonna have to get off the bus, and I probably used some colorful words

I can't remember at that time, right?

And, I opened both doors, so she bypassed the rear door, and I'm saying, okay,

she's gonna get off the front door.

no, she made a left and jumped in the driver's seat, so, everybody

started

Schneider St. Preux: scrambling, and I had to rush up front, and at the time,

you could remove the handle from the bus, I removed the handle from the bus, and,

When I called for, when I called, bus traffic control, they sent, uh, PD there.

Till this day that remind me of that story

and say, man, that lady

Schneider St. Preux: almost took your bus, you wouldn't have been here today.

Wow, that's something, man.

Well, you know, when you have those kinds of experiences though, it does,

you say drivers remind you of it, but it also reminds them that you were in

their shoes, that you've done their job.

And I think that's beautiful, man.

How important is it?

Do you think to gain the respect of the people that work for you, to

know that you actually know their job well enough that you've done it?

Schneider St. Preux: Yep, yep, yep.

So, absolutely, and that's an advantage that I have, right?

you know, talking to the operators, understanding what they go through

on a day to day basis, right?

you can always relate, because, for the most part, I think half of the bus

operators that we have here currently, I have driven with them, right,

during my time as a bus operator.

so every time they come to me, tell me stories, even some of the union

reps, right, I could definitely relate.

And I take it, it's, it's, it's a special place in my heart whenever an

operator is going through things, right?

And also it's an advantage too.

So when somebody tell you that they can't do something, you could actually

say, well, I was in that position at one point and, it wasn't as challenging.

But, you know, definitely it gives you a better understanding, gives you a

better knowledge and actually when you sit at the table, you can relate and

you can even express to your, you know, your executive leadership, this is how

things happen behind that stairwell.

So, definitely, it's definitely an advantage, when you have that

actual experience operating a bus

Schneider St.

Preux is this year's award winner for one of the top 40 under 40 Mass Transit

leaders from Mass Transit Magazine.

He is the general superintendent of bus operations for the Miami Dade Department

of Transportation and Public Works.

He's worked his way up, began his career in 2012 as a bus operator, a bus

driver, and now Heads up, bus operations for the largest transit agency in the

state of Florida and the 15th largest in the United States with 750 buses

and almost a $200 million budget.

And he tells us what it takes today.

On this episode, he takes us through his career, the lessons he's learned,

and gives direct, specific advice to people who want to move up in the transit

industry about how they can do so.

Talks about investing in yourself and the importance of higher education All

on this episode of Transit Unplugged.

I'm Paul Comfort.

Enjoy the show.

One of the greatest compliments I've ever received for the podcast is when you gave

me, a year or so ago when I was at some conference or something and you said,

Paul, I've listened to every episode.

I think at the time it had been like 260.

I've listened to every episode and I can say that this show

has helped me in my career.

Schneider St. Preux: That's 100 percent true, Paul, and we

were at the FPTA conference.

I remember that conversation that we had.

Obviously, you know, as an aspiring leader or a person that wants to

move up in transportation, you have to sort of become a junkie, right?

I have several books back there, and I got a couple of your books back

there that I purchased some time ago where I was able to kind of venture

off and Find out, some more personable information about some of these

leaders and how they were successful.

So, throughout those whole entire podcasts, obviously these

people can be human, right?

And they could actually tell you, the do's, the don'ts, where

they were successful at, some, some failures or what have you.

So, I think I took advantage of those podcasts just to learn from some, career

leaders and some transportation leaders to, you know, kind of navigate my career.

That's great, man.

Well, congratulations on your award this year of being one of Mass

Transit Magazine's Top 40 Under 40.

What, what an honor, man.

Schneider St. Preux: Yeah, definitely, definitely.

I really appreciate it.

And, I guess my hard work was noticed and, made some, my bosses, Eulois Sean Adgerson

Joel Perez, definitely recommended me.

And, also I work hard every day, Paul, and, I really love transportation.

I became a transit nerd.

And I'm always committed to providing transportation through the city.

In this industry.

So, I'm definitely honored and I'm very humbled for getting this recognition.

Absolutely, man.

I was happy to be able to send a recommendation letter for you too,

because you definitely deserve it.

You are, you know, I don't even call you an up and coming leader anymore.

You are a leader in the industry.

I mean, you've moved up and you've made it.

And, I know there's a lot more to come for you.

And that's what I want to talk to you about today.

Tell me a little bit about, your career.

Schneider and, and what you've done and where you've gotten to where you're at.

Schneider St. Preux: All right.

So, I started here at DTPW, formerly known as Miami Dade

Transit as a bus operator in 2012.

So, during that time, my, my career path wasn't in transportation.

I mean, I've heard so many testimonials from other individuals, especially

some of these executive leaders, and how they got into transit.

And it's funny how everybody similarly had the same stuff.

They just applied and they never thought about transit.

And my career path or where I wanted to take my career

path was into law enforcement.

So I said, you know what, this is probably the easiest way

for me to get into the county.

I applied for different, different municipalities, different agencies,

and it just didn't happen.

So after being a young bus operator, listening to several testimonials from

other current bus operators, I was like, wow, these guys really like what they do.

So, having, that experience, you know, dealing with, the public, wanted to make

a difference in my community that I was born and raised in, down here in Miami,

I said, let me go ahead and try this out.

So, after a while, I got involved in different organizations like

COMTO, also APTA and started to see sort of the benefits in.

transportation.

So I saw several other individuals that started the same area that I

started in, sat in the same seat, and they kind of climbed to the top.

So I kind of followed that transition.

So went from a bus operator to a scheduler, from a scheduler, bus

traffic control, and then I moved up to currently as a general superintendent.

So, it's similar to a Director of operations.

So, I oversee somewhere close to 1, 900 bus operators, which includes a

training department, a control center, as well as all the field operations.

And I, you know, I have a passion for this.

And I also want to continue to do this for the rest of my career.

Hey, sorry to interrupt the show, but I know if you're listening

to this podcast that you'd be interested to know, The Transit Unplugged actually

has more products than just a podcast.

We also have a TV show.

Did you know that?

Yeah, it's called Transit Unplugged TV.

You can watch it on YouTube once a month.

It comes out on the second Thursday of every month.

And in it, we visit different cities around the world, just like we do on

this podcast, but you actually get to see and hear, what's going on there.

We show you the food, the fun and culture, like a traditional travel show,

but then our unique spin is that we also show you behind the scenes of the

public transportation system, and how to use that system to get around the

city, to see all those great sights.

I think you'll love it.

Tune in and subscribe, follow us on YouTube on Transit Unplugged TV

to get to see and hear the best in public transportation around the

world.

One thing you, you didn't mention, but you did move agencies one

time, and you went over to Broward County, and then came back.

I'm wondering, what are your thoughts on, sometimes, it's funny, I just had

a conversation over dinner, this week I was at a conference and we did one

of our, you know, Comfort Salon Dinners where I invite leaders together and

we talk about our lives and careers.

And one of the guys was saying to the other, who was in a similar position

as you right now in another agency in America and said to him, sometimes you

got to leave your agency and go somewhere else, get another year to his experience.

And then it's like, they welcome you back in at a higher, at a

higher position or greater level.

What do you think of that?

Schneider St. Preux: Paul, if anyone could do it, I would always

recommend them to do it, right?

Because, um, sometimes we become too indoctrinated into the business practice

that we're doing at the current agency.

And it's always good to kind of expand your horizon.

Actually, you get to, you know, Kind of network with other individuals,

but you also get to see other different business practices.

Like, for example, how you deal with the union, right?

Our union is totally different from Miami to, the one that

they have in Brown County, ATU.

obviously it's South Florida and everybody know each other, but the

business practice and the business flow is completely different.

So you try to like take the best, the best practices of both and try to make

it, try to marry them at some point.

obviously, size of agencies definitely matter when you're trying

to make some of those changes.

and also too, the culture is a big change as well.

So I think any leader, the biggest issue or the hardest

part of their job will also, will always be the change in culture.

But it was definitely great.

I had a great time there.

I spent a year working under Angelica Jones.

Uh, she right now, she's currently the Deputy Director at Broward County Transit

and they have a lot going up there too.

I know Coree is the CEO of it.

Yeah, Coree she's a sweetheart.

Yeah, she's great, she's great.

They have a great team, an excellent team up there, and their

transit is expanding as well.

But I'm glad that I was able to come back and um, you know, with open arms

and um, they uh, we have a lot going on here in South Florida as well.

Absolutely.

And we're going to get to that in just a minute, but I still want to

spend a little bit of time on your career because this is a unique show.

We're talking, we normally talk to CEOs of transit agencies.

Here we're talking to a general superintendent of bus operations,

who was recognized as one of America's top young leaders.

so I, I want to share with people your career path a little bit more.

How important would you say education is?

Because you got a bachelor's and a master's degree.

As you move up the ladder of success, what would you say to someone about

the importance of higher education?

Schneider St. Preux: Higher education definitely gets you at the door, right?

Obviously, the experience will get you in the door.

But, investing in yourself, making sure that you, put that, that effort in,

investing in yourself, even getting into, different type of leadership programs

or even, different type of training programs, certificates or what have you.

it's definitely a benefit and it gives you that opportunity just

to sit at the table to kind of sell yourself or market yourself.

And it's just been a great pleasure and a benefit for me to move up

within transportation just as of getting my master's degree.

again, the fellow that we were at dinner with us

last week is doing the same thing.

He's getting his master's.

and a lot of times when you work at a public agency, they can help pay for it.

So that makes it even better and easier, you know?

And, yeah.

It's tough.

I went to, I went to law school at night while I was working running

transportation agencies, and I know that, you know, going to school, you

know, even part time, I was doing full time, 10 to 12 credits a semester.

It's challenging.

I think it's important to stress to people that as you move up the career

ladder, normally executive positions.

Require advanced degrees, which would mean a master's of some type or a doctorate

of some type, like a JD would I have.

So it's, it's important.

I like the word, the word you use too, is invest in yourself.

That's really what you're doing.

It's not easy.

if you have a family like you did and you're working and then you're

also going to school, sometimes you have to prioritize what's happening.

You're like, that's what I did.

Schneider St. Preux: definitely, you know, it's about investing in

yourself and committing to something, especially once you set a goal.

So if you want to set that goal, reach that goal, go out there and go get it.

That's beautiful, man.

Hey, I want to ask you another question about,

career changes for people.

So, one of the concerns I have seen over my 37 years now working in public

transportation is that, people are often promoted from a frontline worker,

like a driver, or maybe an A mechanic, to supervisor roles because they do a

great job at at driving or at turning the wrench, but when they move to the

supervisory positions, they're not given the full scope of training that

they need, not just to like, let's say for you, okay, now, you know,

Schneider, you're not a driver anymore.

Now you're going to be a manager of drivers.

So maybe they show you how to do payroll.

Maybe they show you how to do a few things that you need to know administratively,

but explaining to them that your job is now not your own performance.

Your job is to get performance from others.

Talk to us about that dynamic.

Schneider St. Preux: Yeah.

So yeah, I'm glad you asked that question, Paul.

Because, that happens all the time, right?

And, I'm pretty sure it happens in the private sector, too.

we're all guilty of it.

I mean, you, you have people at the executive leadership

level that does the same thing.

You have your, your, what you would call your, your thoroughbred or the person

that produces the most, the people that understand how to do the job the best.

We always want to take advantage of those individuals and give them

an opportunity by making them move to the next level, which we would

think that they would be successful.

Sometime the learning curve is very, very hard, Paul.

I've seen several colleagues several employees that I've had an opportunity

to promote that couldn't actually, you know, get around that curve to

be successful in the supervisory role from the frontline position.

At the end of the day, the way that we kind of combat those type of challenges

is to ensure that we invest in our people.

Right?

And that's one of our pillars here at DTPW that the director has continued to

push on to us, is to invest in our people, making sure that we provide them the

training that they need to be a part of.

Making sure that you're following up with your folks, making sure that you show them

that you care about them and providing them the opportunity, which is great.

Now, not everyone, wants that opportunity, but if we do give them that opportunity,

we have to make sure that, we invest in them to make sure that they're successful.

I think people need to have a healthy degree of self knowledge.

Don't they?

About, do I really want this?

Because it really is.

So when you go home tonight, you can't turn your cell phone off.

You can't turn your radio off.

You've got to be ready.

Don't you?

Schneider St. Preux: Right, right, right.

You definitely do.

I mean, this, and specifically to bus operations, it's a 24 7 operations, right?

And, you know, most of us understand that, and, like me,

my wife understands it as well.

So, when my phone is ringing in the middle of the night, or we have to activate the

EOC, I have to be ready to go, right?

It's a commitment.

And my commitment was to, you know, give everything that I have to transportation.

that's when I started, and I said, you know what, this is what I'm in it for.

obviously with individuals that, you know, that, that we seem to think

that they deserve an opportunity.

Some of them don't want to take advantage of it because they

don't want those responsibilities.

nevertheless, I've seen successful stories as well where.

Individuals that thought they couldn't do it, became superstars

and they continue to climb up, right?

So, again, it goes back to, you know, what do you want to do?

Set your goals, invest in your people, making them feel comfortable.

And, making them feel like they are part of the team as well.

The last question, Schneider, you, you basically, it

looks like you've had like a 12 year career in the industry and moved from

driver to, superintendent of all the drivers, over a thousand drivers.

Pretty awesome, dude.

as someone's listening to this who maybe wants to follow a career path like

yours and move up in the industry to management and senior management, what's

your advice you would give to them today?

Schneider St. Preux: Yeah, well, one of my advice is to believe in yourself, right?

Believe in yourself and invest in yourself.

Don't, don't short your change yourself.

Always set your goals.

Once you understand how to set your goals and try to reach them on a regular

basis, you begin to invest in yourself.

One of the ways that I became successful is knowing my job, right?

And I think that every successful CEO, whether it's in public transportation

or in any other organization, right?

is that they know their business.

So, knowing your craft, knowing and understanding what is your

responsibility on a regular day basis will always make you successful.

you don't have to be an actual subject matter expert at each and every

subject, but just understanding.

as you continue to move up Within the organization, you will definitely be

able to get subject or surround yourself around a subject matter expert that knows

the business that will help you make better decisions as you move right along.

So, just believing into yourself, you know, investing in yourself

and understanding your business will take you a long way.

That's

great.

Schneider Saint Preux, thank you for being our guest today.

One of America's top 40 under 40 transit leaders.

the future is very bright for you, my friend.

Schneider St. Preux: Appreciate it.

Appreciate it, Paul.

And thank you.

I really appreciate you for having me on this show.

Thank you to Schneider St.

Prue for being a guest.

Guest on the show this weekend sharing his inspiring career path.

Hi, I'm Tris Hussey editor of Transit Unplugged and coming up next week is

a topic that's near and dear to our hearts on the show accessibility.

On the next episode, Paul chats with Ron Brooks and Kristin

Joyner about their new book.

All the board conducting accessible.

Ron and Kristin talk about real practical things.

You.

I can do to improve accessibility at work.

At conferences.

And across your agency.

Transit unplugged is brought to you by.

Modaxo at Modaxo we're passionate about moving the world's people.

And that transit unplugged.

We're passionate about telling those stories.

So until next week, ride safe and ride happy.