Andy Byford speaks with Elizabeth Crowley at the BTEA’s October 2025 Board of Governors’ meeting.
Andy Byford is a globally recognized transit executive and a respected leader in New York’s infrastructure community. He has served in senior roles overseeing some of the world’s most complex transportation systems, including New York City Transit, the London Underground, and the Toronto Transit Commission. Now he is a special advisor to the Amtrak Board of Directors, tasked with overseeing the transformation of New York Penn Station. Known for his ability to manage large-scale capital programs, build consensus among diverse stakeholders, and deliver transformative improvements, Byford has become one of the most trusted voices in modern transportation.
BTEA President Elizabeth Crowley spoke with Byford at the BTEA’s October Board of Governors meeting about the leadership lessons he has taken away from his work in other cities, and why he believes collaboration between public agencies and contractors is essential to building a stronger, more connected region.
BTEA: You’ve led major transit and infrastructure efforts in New York, London, and Toronto. What lessons from those cities guide your approach to rebuilding Penn Station?
Byford: In every city, the constant is the need for visible, accountable leadership. You can’t manage major infrastructure projects from behind a desk; you need to be in the field, communicating directly with workers, stakeholders, and the public. Transparency, responsiveness, and consistency in messaging build trust, which is essential to maintaining momentum and buy-in through delivery.
BTEA: Projects often face political pressures or delays. How do you maintain public confidence when these challenges arise?
Byford: Credibility rests on honesty. If the timeline shifts or costs escalate, you must communicate clearly and promptly. Being upfront with the public, media, labor, and partners helps manage expectations and preserve trust. Political scrutiny is inevitable, but openness mitigates reputational risk.
BTEA: Safety is critical in large, complex projects. How do you ensure a strong safety culture across all phases?
Byford: Safety must be baked into everything—design, planning, execution. My guiding philosophy is “due diligence and guilty knowledge”: once leadership knows of a risk, it becomes their duty to act immediately. You can’t defer responsibility. Embedding proactive safety standards and giving safety oversight to the authority to stop work are nonnegotiable.
BTEA: What can the construction community do to collaborate most effectively with Amtrak on this project?
Byford: Early coordination is key. Before mobilization, we need open dialogue around logistics, sequencing, labor agreements, and site constraints. New York’s union contractors are among the best in the world; their experience, input, and flexibility will be critical to meeting the challenging schedule.
BTEA: Coordinating among multiple rail agencies and labor forces is notoriously difficult. What strategies will you use to align Amtrak, MTA, NJ Transit, and various stakeholders?
Byford: It’s complex, but success depends on a disciplined, unified communication and command structure. We must align on schedules, flagging windows, safety protocols, and protocols for interface points. Respectful partnership, clarity of roles, and relentless coordination—backed by experienced union labor—will make it work.