M803UYA
Member
Going out and procuring new fleet for tenders is fairly ballsy - as is spending a lot of money with Best Impressions. It is possible to do branding cheaper and maintain consistent liveries. Go North East did that in the Peter Huntley era - single colour liveries on buses to speed painting time and the rest applied with vinyls. You can for instance have in house graphic designers who can devise brands for you to use without copyright restrictions and also design your timetable materials. You achieve the Best Impressions look without the cost. But they're the industry leader in their field and they deliver more than a brand and a nice timetable.I do think (in any sector) some CEOs are good-time growth people; good at spotting an opportunity, riding a wave and speculating to accumulate in good times: Hornby, Martijn Gilbert.
Perhaps after 8 years at the helm what Transdev Blazefield needs now is someone who can contain costs and consolidate what is there. Alex Hornby is a marketing man at heart, and so wants to promote buses, and grow passenger numbers. That costs money. As is getting brand new fleet for 'new work' whilst your oldest buses soldier on past their 20th birthdays. If you're procuring a lot of new fleet, and taking on new work it's not entirely unreasonable that the masters will want to see a return on that investment. The most recent set of accounts show a £298k loss increasing to a £2.9m loss (to end of 2021) - who knows what the picture is for 2022? The service reductions suggest even worse financial performance.
It is a lot easier for someone versed in marketing to promote existing services and add in a few more buses to a viable commercial network than it is to go for lots of tenders. I can see why you'd want to do that as it is solid money, but if Alex has signed off optimistic budgets for tendered growth (in passenger numbers) that would have seen him come unstuck. Would you now be seeing the benefits of the ex Yorkshire Tiger routes to the turnover?
The behaviour towards other independent operators will have had an impact also. Had the traditional Blazefield approach of 'leave the side roads to independents so they don't come after our commercial corridors' been followed would the competition on commercial routes have been present? I suspect not.
So the company might not need a hatchet person to come in, but they want to consolidate what is there. That's not what Alex is really about - and possibly not what motivates him. Being truthful it motivates very few bus industry execs - they want to grow and develop rather than wield the axe.