Meet the Team
Mark Kipling, Director Service Delivery
Since our inception, Crescar has grown in number, in countries and in projects and yet the brilliant people behind the delivery are rarely in the spotlight.
Our Meet the Team series is changing that. From company directors to recent graduates, we’re introducing the people at the heart of Crescar – our team.
Kicking off the series, we sat down with Founder and Director Mark Kipling.
Interviewer: Let’s get the formal bit out of the way. What is your official title?
Mark: Officially, it’s Director Service Delivery, but like most titles, it only tells part of the story.
Interviewer: If official titles weren’t a thing, what would you call yourself?
Mark: The guy keeping watch in the crow’s nest of the boat!
Interviewer: The one saving the fate of the Titanic?
Mark: Exactly! The one who’s iceberg spotting and communicating back to the team, guiding them on what’s incoming, how we navigate the waters and come out at the other end unscathed.
Interviewer: I love that analogy, would have made a much shorter film too
Mark: Probably not much of a romance, though.
Interviewer: Good point! Tell me more about the formation of Crescar, how was the company founded?
Mark: A mutual friend introduced me to Russell Watmore. As any good founder’s story, it started with the question, ‘Wouldn’t it be great if consultancy firms had more people with operational experience in them?’ and it was quickly followed up with, ‘Well, why don’t we do it?’
As we grew, Shane Webster and Neil Micklethwaite joined us, bringing broader and more diverse transport experience. But our objective has always remained the same: to work with like-minded people who value practical delivery experience over theory.
The important questions for me are: how do we make transport more accessible and efficient? How do we improve outcomes for customers? And going back to the earlier analogy, my experience across global projects has allowed me to take a proactive role in navigating the ship, spotting risks early, and helping teams to stay focused on what will have the greatest impact on users.
Interviewer: And why the bus industry? What made you focus on this sector?
Mark: I started out working in bus depots and dabbled a little in light rail, but my passion has always been in the simple power of connectivity that buses provide.
I see buses as a connective tissue. They link people to opportunity, education, healthcare and leisure. I’ve seen firsthand how effective bus transport can fundamentally improve the quality of life and economic prosperity. We’re usually working within existing road networks and infrastructure, but finding smarter, more efficient ways to optimise them contractually for mass transit.
From a societal perspective, buses are often more cost-effective, sustainable and incredibly powerful in bringing communities together. I’m consistently excited by the opportunities in rapid, high-frequency transit and the transformational power it has.
Interviewer: And is the challenge any different between Europe and the Middle East?
Mark: Everyone needs access to good transport, that part doesn’t change.
In some markets, we’re working with established infrastructure and long-standing government models. In others, particularly in parts of the Gulf, we can be creating something from zero. That brings different cultural considerations and delivery models, and it’s hugely rewarding.
Whether transitioning from public to private sector models, introducing new operating frameworks, or building entirely new systems, the fundamentals, for me, always remain the same: keep the passenger at the centre and deliver the right model for the operator and the regulator.
Interviewer: What markets have you worked in?
Mark: I’ve worked in major cities across the world on bus transport projects, supporting both established and new networks. Cities include London, Manchester, Dublin, Liverpool, Riyadh, Dubai, Singapore, Bahrain, Jeddah and Makkah.
Across all of them, there’s a common thread. Major cities are growing. They need better connectivity, whether that’s bus, light rail, or integrated networks.
As an industry, we’ve learned so much about what works and how to do it better. The most exciting part for me is applying those lessons, connecting knowledge from different parts of the world to create smarter, more integrated transport systems.
Ultimately, my role within the cog is simple: to try and make things better. Use experience from one project to improve the next. Keep evolving. Keep learning. And keep the end user front and centre.
Interviewer: And looking ahead to 2026, what are your ambitions, both in your role and for Crescar?
Mark: More of the right things, done better.
For Crescar, it’s about growing the company with good people who share our mindset around delivery and practical experience.
I want the people we have, and the people who join us, whether directly or through our growing associate network, to have access to enjoyable and fulfilling career experiences. To work on projects that genuinely make a difference. To feel stretched, supported and proud of what they’re delivering. If we can continue building a team that enjoys working together and produces meaningful outcomes for clients and passengers, that’s success.
Interviewer: To finish things off, tell me how you like to relax, any holiday recommendations?
Mark: I love Cornwall and try to spend most of the summer there. A sunny beach, my family around me and a deeply filled steak and stilton pasty with a cold drink in hand – nothing is better.
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