In a recent episode of METROspectives, Inez Evans Benson, senior VP and deputy transit and rail market leader at WSP, joined METRO Magazine Executive Editor Alex Roman to discuss how transit agencies can better understand and serve their riders.

Drawing on a career that includes leadership roles at IndyGo, California’s Santa Clara Valley Transportation Authority, and Cincinnati Metro, Evans Benson shared insights shaped by years of experience developing major projects and leading organizations through periods of transformation.

Today, she said, her role at WSP allows her to “parlay all of those years of experience into actionable insights for transit agencies.”

Customer Satisfaction vs Customer Experience

A key focus of the conversation was the distinction between customer satisfaction and customer experience. These two concepts are often treated as interchangeable, but represent very different ways of evaluating transit service.

“Customer satisfaction typically refers to how riders rate specific aspects of the service — punctuality, cleanliness, safety,” Evans Benson explained. “But it’s just part of the story.” Customer experience, by contrast, “is so much broader,” encompassing the entire journey from trip planning to interactions with staff and the handling of disruptions, added Evans Benson.

As she noted, “A rider may be satisfied with an individual trip yet still have a poor overall experience if the system is confusing, unreliable, or even stressful.”

That broader perspective becomes especially important when considering the diversity of transit riders and their varying needs.

Evans Benson emphasized that there is no universal solution that will work for every community, cautioning agencies against adopting ideas without first engaging their own riders.

“We come back from conferences excited, thinking we’ve found the golden ticket,” she said. “But did you talk to your community to see what they want?”

Different groups prioritize different elements of service, and “everybody’s going to have or want something different,” she added, whether it’s space for strollers, accessibility features, or a faster commute. Because of this, she encouraged agencies to move beyond traditional surveys and focus on direct engagement.

“It’s better to do customer interviews…having that conversation,” she said, noting that outreach should reflect the full diversity of the community.

Balancing those needs can be challenging, particularly as agencies work within limited resources and competing priorities.

“Satisfying everyone is a tall order,” Evans Benson acknowledged, but she noted that meaningful engagement can help agencies identify common priorities and make more informed decisions. Rather than trying to meet every request, agencies should focus on understanding what will have the greatest impact.

“What will it take to get you to ride transit?” she said, pointing to the importance of engaging both existing riders and potential users. Consultants such as WSP, she added, often support agencies in facilitating those conversations and translating feedback into actionable strategies.

Tools to Enhance the Customer Experience

The discussion also highlighted the range of approaches agencies are using to enhance the customer experience, from infrastructure improvements to technology and human-centered strategies.

Evans Benson pointed to innovations like beacon sensors that help visually impaired riders navigate systems, as well as mobile payments, real-time information, and onboard connectivity. Some agencies are also experimenting with rewards and gamification programs to encourage engagement.

At the same time, she emphasized that smaller, low-cost efforts can be just as impactful. “How can you even put a price tag on a smile?” she said, pointing to the role of operators and frontline employees in shaping the rider experience. Improvements to lighting, safety perception, and even ambient elements like music can also influence how riders feel about the system.

The pandemic further reshaped how agencies think about customer experience and their role within the community. While ridership has traditionally been a primary measure of success, shifting travel patterns and increased competition from rideshare services prompted agencies to reconsider what riders value most.

“Frequency was probably the number one thing that people were looking for,” Evans Benson said, along with access to technology and reliable information.

During the pandemic, transit systems became critical lifelines, with some agencies even using buses as mobile internet hubs. These experiences reinforced the idea that transit agencies are “thinking broader than just the routes that they’re serving,” she said, and instead focusing on how they can support the community as an integrated partner.

Listening is Key

For agencies looking to improve, Evans Benson stressed that the starting point is simple: listen.

“You cannot do this without talking to your community,” she said. That means going beyond boardrooms and engaging directly with riders where they are.

Evans Benson pointed to an example from her time at IndyGo, where feedback led to redesigned bus seating that better accommodated grocery carts and strollers. “It’s really drilling down and understanding what resonates,” she said.

Ultimately, improving customer experience requires consistency, transparency, and a sustained commitment to riders.

“It’s about providing that consistent level of care and concern,” Evans-Benson said, “and making sure the community’s voice is always part of the process.”

This article, generated using OpenAI, was edited for accuracy and style and based on an episode of METROspectives