Hey, do you know where your favorite futuristic ice cream dipping Dots

is headquartered here in the U.S.

That's right, Paducah, Kentucky, and today on Transit Unplugged.

We're heading there to talk with one of Transit's Rising Stars.

I'm your host, Paul Comfort, and I'm joined today by Jeremy Bumpus,

executive director of the Paducah Area Transit System, or Pats, as

it is known, in just three years in the transit industry and only two.

As executive director, Jeremy is already leading a transformation

from a ride hail only rural system.

To moving toward launching more than 200 fixed route bus stops.

Pats is redefining what mobility looks like for a growing small urban region.

We'll explore how Jeremy and his team are preparing for big events like the

American Quilter Society Quilt Week, and what it means to scale up service

in a close knit community, and how innovation and energy are driving

the future of transit in Paducah.

Hey, if you like what you hear today, don't forget to follow U.S. on your

favorite platform and leave U.S. a review.

It helps more people discover the voices of tomorrow's transit

leaders like Jeremy Bumps.

Great to have Jeremy Bumpus with me today.

He's the executive director of Paducah Transit Authority, and

I guess you're calling in from your office in Paducah, Kentucky.

Huh?

I am, I am straight from the office.

That's great, man.

Well, good to see you again.

Uh, Jeremy and I were just together at the TripSpark Ignite

Conference, , a week or two ago.

And, um, we connected up and he's got such a great operation, a great story.

I wanted to get him on the podcast.

Um, so, uh, tell U.S. some about your service.

Some Jeremy, where you guys are at, like geographically for people can position.

Where Paducah is.

Everybody's heard of Paducah, Kentucky, but I don't know if

people know exactly where it's at.

Yeah.

So Paducah, Kentucky, we're located in Kentucky, but we're in

the far western part of Kentucky.

So we are right on the border of Illinois.

Um, it's about five minutes north of U.S. and about 30 minutes

West is the border of Missouri.

So we're tucked off in the far western part of Kentucky.

And about how big is Paducah population wise?

I always like to say, if you look it up on Google, it'll

say Paducah's about 27,000 people.

However, that's just within the city limits.

The actual city of Paducah.

, we're in . McCracken County, Kentucky.

The only city in McCracken County, Kentucky is Paducah.

Okay.

And that consists of about 67,000 people.

But you have county versus city, but it's all Paducah.

So we're, we're a community of about 67,000 people.

That's great, man.

So tell me some about your service.

, Jeremi Bumpus: Paducah Transit Authority, you know, we operate at, we do business

as Paducah area, transit system.

Um, 'cause we serve four counties in Western Kentucky.

Um, we have two modes of transit, transportation, we do

fixed route and paratransit.

Of course, you know, those in the transit world, we call it demand and response.

But for those outside the transit world, I always like to

say scheduled transportation.

That seems to.

Be a little bit, seems to be a little bit better to understand.

Uh, yeah.

So those are our two modes.

Uh, and again, we are the largest public transportation

provider in western Kentucky.

Very

good.

So again, we cover four counties along with two other smaller

public transit agencies.

Gotcha.

And let's talk about your journey.

Uh, how'd you find your way into public transportation and what has it been

like leading Pats and now in your second year as executive director?

Wow.

Good question.

Um, I. What I found in transit is, is most people, um, who are in transit

never intended on being in transit.

It kind of just happened.

Yeah, that's true, isn't it?

Yeah, yeah, yeah.

And for me, that's, that's what happened.

Um, I spent probably 10 years in higher education, , and my wife

and I, we, you know, we spent some time in North Carolina.

We lived in Tennessee.

, we relocated to Kentucky in Paducah is her hometown.

And, um, at the time I was working for a higher education

institution here in Paducah.

, and then Covid hit.

Oh yeah.

And I just, you know, I had a lot of times on my hands, like most people, um,

a lot of time to sit, think, and reflect.

And, um, I, I was just at a point in life where I wanted to do something different.

, and so I had known, uh, the previous director, I'd met

him while I was in college.

Uh, we reconnected when I moved, uh, to Paducah.

And, you know, we hadn't spoken for years.

Uh, but when I moved to Paducah, we reconnected and

sure enough he was retiring.

, and so essentially he had, was, was looking for someone

to, um, take over for him.

And so he asked me if I would be interested.

, and again, I tell people this, uh, I wasn't guaranteed anything.

He said, Hey, I'm gonna be retiring.

We're looking for an assistant director and hopefully this person will take

over once I retire in two years.

, he said, you can apply and you know, we'll go from there.

, I applied, I interviewed with the board of directors.

. So I was hired as assistant director and that's how I began my, job.

In, my first job in transit was as assistant director.

Okay.

And what did you do in that role?

What was your function?

, Jeremi Bumpus: we're a small transit agency, so what I found was the executive

director wore very, wore many hats.

he didn't just push papers.

Yeah.

So I spent a year and a half as assistant director learning, , not only under

the current executive director, but I spent time with the operations manager.

I spent time with the accounting department, HR director, office

manager, um, our mechanics.

Pretty much learning all the ins and outs of transit and our services.

so I did everything that you can think of, that goes on in a transit agency.

Yeah.

So I spent a year and a half that.

So coming from outside of the traditional transit world,

kinda what fresh perspectives do you think you brought into Pats and how

has that impacted the way your team approaches service and innovation?

So I'm 37 years old.

I came in, I was 35.

Um, and it's funny, the younger kids think I'm old, but everyone here

thinks I'm super, I'm very young.

Yeah.

Um.

Our average age here at the agency is 54, so I came as the young guy.

Yep.

And a millennial.

So essentially when I walk into, when I walk into the building, my generation

we're really big on technology and using technology to make life easier.

Um, I do that in my personal life.

So that was one of the things that I noticed here, , at our agency.

. We needed updated technology and we needed to update some of our

practices and things that we did just to make things more efficient.

, what I found is that, , people and agencies and, and businesses,

sometimes they just, they're, they're.

It's used to the norm.

Things have been away for so many years, so many decades.

And hey, if it's not, if, if it's not broke, don't fix it.

, I don't necessarily look at things that way.

I'm always looking at, Hey, how can we improve this and how can we use the

technology that's available to U.S.

to improve our services and things of that nature.

So, um, that's the perspective that I brought in.

I think it was essentially my age, , and my experiences with technology and just

kind of the way that I live my life.

. That helped me come in and kind of just see things and say, Hey, maybe

we could do this differently, or we can add this, or, change this

to make things a little efficient.

. Paul Comfort: You know, I had the same experience when I started Jeremy.

I was a little bit younger than you.

I was 22 when I started, and I was in a county about the size

of yours, and I was the county's first transportation director.

And, uh, I was just over there today meeting with him 'cause we're

gonna be filming an episode of our TV show coming up soon there.

And, but I remember everybody that worked for me could have been

my parents or my grandparents.

And so it's a big deal when you come in like that, isn't it?

Yeah.

Yeah, yeah.

It is.

It is.

And, and it's funny, um, I, I, I thought there would be some

resistance to that when I came in.

because again, when you get sometimes, and I've, I've worked in other places

where you come in as the young guy and the people that you're working with are old

enough to be your parents or grandparents.

And, you know, I've had resistance in the past, but coming here,

I experienced none of that.

Everyone.

Oh, that's great, man.

Very welcoming with open arms.

Now some of the changes that were made, you know, everyone wasn't officially,

but you know, everyone working with was open in arms and I think some of them

really looked forward to some change and, hey, yeah, we're kind of looking

for a fresh start and, and new ideas.

And the new and the current executive director at the time have, was still

have a very, very good relationship with him, have a lot of respect for him.

He knew that and he would say it publicly.

He would say, Hey.

He would introduce me, he'd say, Hey, this is Jeremy.

This is the assistant director.

He's the new young guy coming in with the new ideas, and I'm just gonna

turn it over to him and let him run.

Oh, that's nice.

Uh, and I really appreciate him.

Yeah, yeah.

No, he would joke and say, no, you can't do this until I retire.

But, uh, you know, he, he knew that I was gonna come in and change some

things and, um, he was all for it.

He was very supportive.

What's the structure

there?

So you're a transit authority.

Do you report to like a board of directors that are appointed or

work for the county government.

City government.

Yeah.

So the structure we're, we're a quasi-government agency.

Okay.

Um, so essentially, um, the Kentucky Revised statutes allow municipalities

to create a transit authority.

so we're not owned or operated by the city or county government.

Okay.

County government.

It's our board that governs and directs U.S. but that's the

only tie we have to the city.

So we're our own independent agency.

That has a governing body, that's chosen by the city.

so a lot of people here in this community, um, who are unfamiliar

with pets, they always say, Hey, well I'm gonna call the city.

And I'm like, well, uh, I communicate with luck.

With luck, right.

And I'm like, we're our own standalone agency.

Um, we, we work very closely with the city, but um, our board is where it stops.

Yeah.

So, um, that's.

Kind of our structure.

And then of course we report to FTA and, um, our Kentucky Transportation

cabinet, which is our state transportation agency that, um, provides U.S.

funding.

So.

Gotcha.

Yeah.

where do, where do you get your funding from?

Is it a combination?

Who provides the most and all that stuff?

Well, uh, the Kentucky Transportation Cabinet, which is

the Office of Transportation and Delivery, um, they provide all of our

funding, but we are going through a transition period, which is interesting.

okay.

We are transitioning from rural to small urban, so we'll be receiving

funding directly from FTA and from the Kentucky Transportation Cabinet, which

makes for some interesting, Yeah, so essentially two pots of two pots of

money, which is always, which is great.

But, um, you know, we're not done with the process to become

a direct recipient from FTA yet.

Okay.

Um, hopefully we'll be done, done with that this summer, but, uh, it's

been a kind of a learning curve.

Uh,

so explain that process a little bit.

It's an interesting time, uh, to, to switch from, uh, a rural to a small urban.

Is it because the last census you had more people?

Then explain how all that works if you, if you don't mind.

Yep.

So the 2020 census data came out and our urbanized area growth.

Okay.

Um, it, so we surpassed 50,000 people, which I believe put U.S.

into the small urban category.

Yeah.

Um.

A portion of that is in Illinois.

Okay.

Which is right across the river from U.S. So, um, you know, that triggered

a bunch of different things and it started receiving communication from FTA.

and we started this process a year, probably a year and a half ago.

Um, getting everything set up and I didn't realize it.

Yeah.

I didn't realize it, it, it's, it's a lot, it's a lot of work.

Yeah.

and, but will you end up with more money at the end?

That's still kind of undetermined.

Okay.

Because apparently we after, and you know I'm gonna speak in our transit language.

Yeah.

Um, fiscal.

Which the feds, you know, is Sept October one to September 30th.

Right.

Um, that's when the FTA dollars became available to U.S. We still have yet

to access those because we haven't gone through the entire process yet.

Okay.

So essentially we have two years coming up on three years of money

that we can access from FTA.

But we're still being fully funded by the state of Kentucky.

Once we're able to access that money, the state of Kentucky is going to

reduce the amount of funding, but that hasn't been determined yet.

Okay, I gotcha.

So we're still kind of in limbo.

Yeah.

Um, until hopefully,

you know, this summer when we, we get an answer.

And what part of what FTA region are you a part of?

Four.

Four, okay.

Yeah.

Region four.

Um, and, and I, I understand that's very interesting.

Thank you for sharing that.

I think, uh, I don't think we've ever had a conversation about that before

on the show, so that's, it's good.

A little bit of education for people, how that works.

Your, yeah.

When your census, uh, of your urban, what do they call that?

Your consolidated metropolitan area?

Statistical or something?

Statistical area, when it grows above a certain amount, 50,000 and then

200,000 I think is the next one.

Right.

You, uh, end up in a different category and the funding, you get the

formula funding, which comes through the federal government changes.

Mm-hmm.

It's a, it's actually a good primer for people as we think about reauthorization.

So the federal government has their, uh, every five or six years they

put out a reauthorization act.

Uh, the last one was, you know, colloquially called the

Bipartisan Infrastructure Act.

And inside of that was our reauthorization and funding went up dramatically for most

of the categories, 40% in some categories.

We were just in Washington recently talking with the House Transportation

Infrastructure Committee and they were talking about that.

Now they've started the reauthorization process again for the next version,

which will kick in at the end of 2026.

So the House Transportation Infrastructure Committee, their

highways and transportation subcommittee is working on that.

So it's all part of, um, the formula funds that come out of Washington.

And it's very important, isn't it, for systems like yours, right.

For smaller systems, they rely on a lot of those funds.

I.

Yeah, absolutely.

Absolutely.

I mean, without those funds, obviously we wouldn't be able to operate.

And then of course, you know, just with limited resources, we don't, we

don't receive, uh, any other funding.

We receive a little bit of funding from our, uh, city of Paducah.

Okay.

and as, and we're, we're super grateful for that, those funds.

But you know, it's just enough.

It's not even enough.

It's not enough to cover the fuel.

Right.

I gotcha.

Right.

And outside of that, we don't, we don't have enough to, you

know, run our operations or sustain what we have going on.

So, we're heavily reliant on that funding.

And I'm, I'm hoping you know, the way things look, we'll, we'll be okay.

But I'm, I'm hoping that this process is, is done sooner rather than later.

How many employees

do you have there?

I.

So we're about 45 employees.

Okay, very

good.

45 employees.

So yeah, we're in, and it's funny as a, when I travel, you

know, to some that's large and to some, you know, it's minuscule.

So, I still feel, extremely small and I still feel understaffed.

so I, I'm sure you know, a lot of other transit agents feel the exact same way.

Yeah.

What's your total annual

budget?

So

about

$4 million.

Okay.

Very good.

Yep.

That's great.

About 4 million.

Hi, I am Julie Gates, executive producer at Transit Unplugged.

Thank you so much for listening.

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After nearly a decade of telling Transit's greatest stories, we've made a number of

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listening to Transit Unplugged.

So you've also been working on improving your fixed route system.

Right?

Can you walk U.S. through what that, uh, what that's happening there and

what that'll mean for riders in Paducah?

Yeah.

Yeah.

So when I came to Pat's, as we refer to it, I did not realize that our fixed

route system did not have bus stops.

And up until last week at Ignite, I met another transit agency in South

Dakota that has a similar fixed route.

they operate on a hail system just like we do.

And so for anyone that doesn't know, a hail system is anywhere along the route.

Someone can stand and hail down the bus or flag wave their hand, right?

Nope.

And just wave their hand.

as long as it's in a safe area.

Right, right.

When I came on, I said, wow, this is crazy.

I said, this is crazy.

and I learned, um, over time, uh, for U.S. it, it caused a lot of issues.

you know, it's, it's inefficient, it's dangerous.

People who come into the community who weren't familiar with the system

didn't know where to go because if you're coming from other cities,

whether you know, small, large, or medium sized, they have bus stops.

And so when you wanna access a fix route, you typically

find where the bus stops are.

Through some app or a map or something and you catch the bus

to get you where you need to go.

Well, that wasn't the case here in Paducah.

so I decided, uh, once, you know, the previous director, uh, retired

and I explained his plan to him.

He's like, Hey, you got it.

I want you to be successful.

Do it.

I said, Hey, we're gonna do it.

We're gonna hit the ground running.

So as a part of U.S. changing or transitioning to a 53 0 7.

Which is, you know, the, the small urban, as you you're probably familiar,

an MPO was formed a metropolitan planning organization in our area.

And through that MPO, they received the MPO received, some additional funding

and it was decided amongst that exec board that that funding can be used

for U.S. to conduct a transit study.

To study our fixed routes and essentially to make them more efficient.

And this was kind of the, this is the first thing that needed to happen before.

We put in the bus stops.

So I worked with the, well I'm on the exec board, but essentially

I asked for that funding.

Yeah.

Um, they allowed me to use it.

We worked with a local consulting firm.

Actually it's a national consulting firm that has an office here in Paducah.

Okay.

Um, we started that transit study in December, I'm sorry,

in September of last year.

Um, we've pretty much finished it up and we determined where those stops should be.

. We're almost done.

, I'm working with our local government here to get those, , bus

stops made and, , implemented.

But on the flip side, I also, and this again, this is where the technology

piece comes in, I said, well, hey, we need some sort of technology or app

that allows people to see the buses in real time and track the buses.

We know this technology exists.

It's all over the country.

We don't have it here, and I'm gonna make that happen.

So.

That's where TripSpark came in and worked with the TripSpark, purchased the

street software, and the My Ride app.

And we're working through that now, and we're about 90% complete on that.

So we're looking to launch the app, and the bus stop signs and all of that.

I'm looking to launch that all by July one, so Oh, that's awesome, man.

Yeah.

Yeah.

It's, it's gonna be a complete game changer for our community, so.

Do you know?

So you don't know how many bus stops you're gonna get yet 'cause

your study's not done right?

Oh, well, the study's done.

Yeah.

Okay.

207, 207 bus stops.

Really?

Yes.

From nothing to 200.

Yes.

From nothing to 200.

So designated stops.

Um, again, it's gonna be a complete game changer for our city.

Um, in terms of, you know, economic development, you know, uh, the,

the morale, the passengers, uh.

You know, just the reputation that Pat's has, you know, uh, and it also cut down on

calls that we receive here in the office.

So our staff, that's just one less thing that they have to do.

yeah, again, you kind of put some of the power back into

the hands of the passengers.

Hey, they can plan out their trips.

They can set reminders on their phone to say, Hey, I catch this bus at this

location every day to get to work.

Now I don't necessarily need to call.

I can just plan it and receive a text notification.

When that bus is on its way, and I can ha I can set that to remind me every day when

I need to catch this bus at this location.

Yeah.

So again, it's, it's a game changer for U.S. and I'm, I'm excited.

Yeah, that's

wonderful because people then know where to be at what time the

bus will definitely be there, right?

Yeah.

Right.

That's great, man.

switching, uh, switching topics slightly here.

Uh, Paducah has a unique cultural identity.

When people think about Paducah, Kentucky, I mean, it's in my mind.

What, what, what are you known for?

Two things.

of course you've heard of Dipping Dots,

correct?

Yes.

Yes.

Did you know that they're headquartered here in Paducah?

Dipping Dots Ice cream is headquartered in Paducah.

No, I did not know that.

Wow.

Yes.

Yep.

So that's one, which is a co fact.

actually, I told someone there at Ignite, there was a dipping Dots

stand there and I said, Hey, you know, that's headquarters where I live.

Idea.

And also the National Quilt Museum is located in Paducah.

And so every year the American Quilter Society holds an annual quilt week,

and you have thousands of people that travel from all over the country that

are really into quilting and the history of it and all these different things.

they travel here to Paducah and it's, it's great for our economy.

influx of money and tourism, um, goes up and it's something that

we all look forward to this year.

And, uh, we play a really vital role in that.

our role has kind of transitioned and changed over the years, again,

that's, that's one of the things we're known for is quilt week.

So, dipping ducks.

Yeah.

Quilt.

So what do you, yeah, that's great.

What does your service actually, do?

You say you play an important role.

Tell U.S. about it.

Yeah.

Yeah.

So at one point we provided all transportation for quilt week.

Okay.

So we would run our fixed routes and we would run additional vehicles to transport

all of the quilters is what we call them.

Yeah.

Um, all over the city and over time.

There were some, and this was, this was before my time, but there

were some, uh, things that came up.

And essentially we had to reduce our service.

So now what we're doing is we have a couple of trolleys that we run.

We start that halfway through the week and we run it through the weekend and

it's a complimentary trial, so no.

So there's no cost associated with it.

Uh, we work with our local visitors bureau and the convention center

and the Quilt Museum, and our, we call them our Paducah ambassadors.

We hold, they hold this meeting, we all work together and we

coordinate this transportation.

and again, it's, it's great for the community, it's great for U.S.

and people just love to see that trolley.

and those trolleys running around our city, knowing that, hey, when

you see those trolleys at this time of year, you know, it's quilt week.

So yeah.

That's awesome, man.

Yeah, it's

great.

So you, one of the cool things about, uh, that I have found about being in a

smaller agency is you get to wear a lot of hats most people in these jobs don't

complain about it because it's fun.

I mean, I've got a chapter in my upcoming book called, do Not

Despise The Day of Small Beginnings.

A great quote, you know, from the good book.

And, uh, I started out my career in a small transit system

and got to wear all the hats.

But you there, you do a lot, right?

You're the head of media and marketing for your own agency.

And, uh, as such, how do you, uh, spread the word about what's working for

you guys and how's it working so far?

Yeah, so a couple things.

Um, when I started, there was no marketing, and we didn't have any media.

The extent of our marketing and media was our local newspaper.

Okay.

Um, which again, it, it kinda speaks to the generational differences.

Between myself and the, the former director.

I've come in, I've started the social media pages, which, you know,

they're not as active as they were.

when I was assistant director, I was a little more active with those.

But as director, I've kind of tapered back a little bit, but,

um, our social media pages, and then, uh, using the local media.

So again, still using newspaper.

'cause I understand we have a large population of our, uh, community

that still reads a newspaper, um, using the local news station.

then one of the key things that I've done is I've worked with

TripSpark and Message Point Media.

I've added a kiosk outside of our building, which again,

for some agencies around the country, that's a complete norm.

It's total game changer for U.S. because then we essentially have a 24 hour

kiosk that is outside of our building that we can use for advertising,

we can use for announcements, so we can use for things of that nature.

Also, with U.S. using the app My Ride, we'll be able to put

things out to all passengers using that via the, OR using the app.

Um.

That allows U.S. to market and reach a broader audience

quicker, and it's cheaper.

So, um, that's one of the things that I do.

And I have a couple of people on my team, you know, that assist with that, but Yeah.

Um, again, director, we wear many hats.

That's right, man.

So when it comes to marketing, it's like, hey, I'm the, I'm the go-to.

And, you know, I'm not above it.

You know, things have to happen.

We all, we all are busy, but you know, it's what I signed up for.

It's a job.

That's wonderful.

Well, when you're not leading Pats, I know you're into

fitness, I met you and your wife there in, in, uh, at the conference and at

the ball game, and you like to travel and spend times with loved ones.

How do those passions recharge you as a leader and do they

influence your approach to work?

They do.

Um, the way that they recharge me as a leader is I'm really

big into compartmentalization.

I, I absolutely believe in work-life balance, and that

doesn't look the same for everyone.

So I always tell people, Hey, when I'm not working, I'm not working right.

When I'm off, I'm off.

Um, now that doesn't mean I won't answer my phone.

That doesn't mean I won't respond, but I love to enjoy time away from work.

And so what that allows me to do is it allows me to decompress.

And it allows me to think, get new fresh ideas, think how I'm gonna do

this, what do I need to do tomorrow?

It kind of just resets me.

So if I go home and I'm able to work out, or I can just spend some

time with my kids and I can just not necessarily think of work when I

get back into the office, I'm fresh.

Yeah.

And for me to, for me, that helps eliminate, or it, it helps keep, um.

It helps keep me from feeling burnt out because when you're running 24 7 and it's

just work, work, work, work, work, it's e it's really, really easy to get burnt out.

Especially in transit in a small transit agency where you are wearing many hats.

'cause there are gonna be days where you're frustrated.

things are not gonna go your way.

And you know, you know this where in transit it's never if something is going

to happen, it's just when That's right.

You know, that's a.

Yeah, go ahead.

Something's gonna happen.

No, something's gonna happen.

And that's right.

You know, to, I, I never wanna allow myself to be jaded.

So some, it's good to just step away, compartmentalize, and

hey, if I'm in the gym and I'm working out, that's all I'm doing.

If I'm playing with my kids, I'm playing with my kids.

If my wife and I are on a date somewhere, we're on a date,

I'm not thinking about work.

Now.

If they call me, if something work comes up, you know, I gotta take care of it.

But I just compartmentalize.

And I just, I, I, I, I like, I like my life.

I like to live my life that way, so

very, very good.

And looking ahead, last question.

What's your vision for Pat?

Where, where do you think it'll be in two or three years

from now into your leadership?

I. Uh, two to

three years from now.

it's a good question.

Where do I see pets?

I see pets, um, just continuing to improve our services, looking at technology,

how we can use it to improve our services, to make them more efficient.

I will say this, one of the things that recently I've come

across is some AI software.

That will allow U.S. to monitor maintenance issues on our

vehicles in real time and not necessarily wait for a breakdown.

So as technology improves, it evolves.

Those are the things that I'm always looking into, talking with

my team about getting new ideas, um, and not just myself always.

I have an open door policy and I communicate with my

team and our employees daily.

And when people have ideas or thoughts on something, I never

shoot them down immediately.

I always hear them out and, and people do it often.

Hey Jeremy, what do you think about this?

And I'm like, okay, yeah, that's a good idea.

Or Hey, yeah, we can do that, but we need to find the money for it or the funding.

I see Pats just continuing to move forward, improve our services, and,

and trying to catch up to some of the other transit agencies in the country

that, that have a little more resources.

Um, you know, I don't want people to look at Pats and say, okay, well

Pats is functioning like it's 2005.

No.

I want people to look at Pats and say, Hey, pats is functioning

like the times we're in.

They have the technology, they have the resources that they need to provide

the best service that they can provide.

That's awesome, man.

Great vision.

I love it.

And this has been a great conversation, very informative for

people to see a mid-size, smaller, mid-size agency and how you operate.

Uh, when you get to your new fixed routes and you implement the

software seriously, send me another note and gimme an update on it.

We'll, we'll let folks know how it's going.

Oh yeah, for sure.

Absolutely.

Absolutely.

Thank you Jeremy Bump U.S. for being our guest today.

Best wishes as you continue to lead Paducah Transit authorities

or executive director.

It was great meeting you and we, I hope to see you again sometime

at another TripSpark conference.

Thank you for listening to this week's episode

of the Transit Unplugged Podcast.

We're so glad you're here.

My name is Julie Gates.

I'm the executive producer of the show, and our goal is to create

programs that promote the great things going on in the transit industry

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