Miles Evans, Bid Coordinator at Crescar shared his key takeaways and learnings from the evening:

Thomas shared that GBR is still in a transformational phase, making it a fertile ground for learning and innovation. One of the strongest ideas to emerge was the importance of creating an early culture of innovation at GBR. He emphasised that his own lived experience in Chiltern Railways proves there can be an innovative culture within rail companies, where ideas can surface, be tested and refined, and introduced into live railway operations

Another powerful lesson was the freedom to fail. In large, complex industries like rail, hierarchy and bureaucracy can often slow progress and innovation, and the fear of failure leads to little in the way of innovation. By creating flatter, more responsive structures, where ideas can move freely, and people feel more empowered, we create space for innovation and ideas to grow.

Applying this to GBR, the suggestion was that innovations should be tried at a smaller, regional scale to test adoption and practicality before wider rollout. This approach is also more cognisant of local needs, as not everything needs templating and rolling out in the same approach, everywhere, which is a common mistake large, complex organisations can often make. This approach not only reduces risk but also builds confidence and tangible proof points to support broader implementation of successful innovations across the network.

Global examples brought Switzerland’s highly efficient, integrated transport system into the spotlight, demonstrating what is possible with long-term planning, connectivity and with user experience in mind.