Behind the Wheel: Stories from ANZ Transport Leaders Featuring David Franks
Before he ever led major transport networks, David Franks was already immersed in the world that would define his career, not through strategy papers, but through the everyday heartbeat of a station platform. What began as a schoolboy job in Salisbury became the foundation of a career built on authenticity, operational insight and a deep respect for the people who keep cities moving.
Today, as CEO of Keolis Australia and New Zealand, he brings a rare blend of lived experience and global perspective to one of the most community-shaping industries in the world.
Throughout his career, David has led teams through both major operational crises and quiet moments of human connection. At one end was the severe flooding in Dubai, which disrupted nearly a million daily journeys and required rapid, coordinated action. Under his leadership, services were restored in record time, strengthening trust with the transport authority and reinforcing Keolis’ role as a strategic partner.
At the other end were the smaller, unexpected moments such as a memorable encounter on a North Wales platform. These experiences left an equally lasting mark, reminding him of the pressures frontline teams face and the importance of being present, listening and leading with empathy.
In his current role, David champions a grounded, people first approach, valuing every team member and staying motivated by the impact public transport has on communities.
#1 What inspired you to pursue a career in the public transport sector?
I started in the industry while still at school, working part-time selling newspapers at my local station in Salisbury in the UK. I got to know the team and was offered a role as a Junior Railman – printing notices, supporting crews and, unofficially, covering breaks, which gave me an early insight into how operations really worked.
A teacher once told me I was making the wrong career choice, but a year later asked me to come back and speak to others interested in following the same path. I made the right decision. Public transport is fundamental to how communities operate and when it works well, it gives people access to work, education and the things they rely on day to day.
#2 What is your definition of success?
For me, success comes down to getting it right for our customers – whether that’s our passengers who travel with us or our transport authority partners here in Australia who trust us to deliver on their behalf. When we don’t, it matters, and I believe in leading from the front to put things right.
A recent example from my time as Managing Director in Dubai was supporting operations following severe flooding, where the Metro system was heavily impacted and around 900,000 passengers a day were affected. Through round-the-clock effort, the team restored services in record time, and our relationship with the client strengthened, with Keolis recognised as a strategic partner.
That’s success – delivering consistently for our customers and partners, as a team.
#3 What keeps you motivated?
I genuinely enjoy what I do and have never considered a different path. Public transport is a 24/7 service, and that sense of responsibility and purpose is what keeps me motivated.
We are, above all, a people business – a large employer serving millions of passengers every day. No two days are the same, and I value the breadth of the role: spending time with frontline teams, shaping strategy with senior leaders and engaging with government stakeholders.
What motivates me most is seeing the direct impact our people have on communities. When we support them to succeed, we deliver better outcomes for our passengers and our partners and that’s what drives me every day.
#4 Which is a fond memory that you have in your career so far?
This is a tricky question because there are so many, but one that still makes me smile comes from my early days as Managing Director of First North Western in the UK, when I introduced regular “meet the manager” sessions across the network.
One of these was at Rhyl station on the North Wales coast, where our frontline teams were dealing with a fair amount of anti-social behaviour. During the session, a young man began riding his bike up and down the platform, shouting and disrupting other customers. I approached him and asked him to stop, at which point he rode to the end of the platform, turned around and came straight back towards me at speed – only to misjudge it completely and ride straight into one of the canopy poles. His front wheel unfortunately buckled and, with a bruised ego, he got up, picked up his bike and ran off.
It’s a moment I remember not just because it was unexpected, but because it brought home very clearly the kinds of situations our frontline teams deal with every day, and the importance of being there alongside them.
It shaped a belief that I’ve carried throughout my career: leadership in transport cannot be removed from operations – you have to be present, support your teams and understand the experience of both frontline employees and passengers.
That principle still guides me today at Keolis – staying close to our people, our passengers and our network, and never losing sight of what it takes to deliver day to day.
#5 What is your motto for keeping the morale of your team high?
For me, it comes down to three things: People, Process and Passion.
You need the right people and strong processes, but what really makes the difference is passion. The commitment to go the extra step, to take ownership, and to deliver for our customers and partners.
Morale stays high when people feel supported, trusted and connected to a clear purpose. My role is to create that environment where teams are empowered to perform, recognised for their contribution, and motivated to deliver together.
#6 Which aspect of the work culture of your organisation do you really look up to?
The aspect I value most is our “One Team” culture. We succeed when we work across functions and support each other to deliver for our customers and partners.
While functional expertise is critical, real impact comes from strong collaboration. I encourage teams to challenge constructively, share knowledge and step beyond their immediate roles when needed.
This approach not only strengthens outcomes for the business but also creates better opportunities for our people to grow and contribute more broadly.
#7 What do you see as the biggest challenges in the transition to zero emission buses in Australia?
Keolis already operates more than 200 electric buses across four states, with that number set to more than double in the near term. We are proud to be playing a leading role in Australia’s transition to zero-emission fleets.
The challenges are significant – from evolving technologies to building new capabilities across our workforce, including maintenance, operations and control functions. One of the most immediate challenges is supporting local manufacturers as they develop new zero-emission bus designs. They are on a steep learning curve, and while established international products are available, choosing those alone would not support Australia’s broader ambition to build local capability. The transition will only succeed if operators, manufacturers and governments work together.
By supporting local industry as it develops, we can help create a sustainable, competitive Australian manufacturing base while delivering the environmental outcomes we are all working towards.