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Yyyyyy x. yyyyyy


Xxxxxx, XXXXXX xxxxxx w (xxx-xxx-xxxx w


Results-Driven Transit Systems Senior Executive Leader


Accomplished w Emotionally Intelligent w Innoxxxxxxtive w Client Centered w Safety Oriented




      Astute leader in large-scale NYC and Washington, D.C. transit systems operations with proven experience in high-profile, high-volume nationwide railroad and transit operations

      Accomplished leader of large organizations of up to 5,000 employees, operational budgets of $1.75B, and capital budgets of $7.25B

      Focus on and dedication to safety for customers, crews and fiscal benefits for the organization

      Direct multi-site cross-functional teams across all projects and organizational initiatives from concept to completion

      Provide sound consultative advice to executive-level teams and board members

      Mentor and lead teams by example and with integrity to deliver services excellence

      Excellent communicator with demonstrated ability to collaborate with staff, management, union leaders, business partners, and others at all organizational levels

      Outstanding blend of organization, prioritization, leadership and interpersonal skills

      Consistent success is rooted within the concept of quality, continuous improvement and effective process enhancements

Key Strengths

         High-Volume Transit Systems Operations

         Operations Analysis

         Customer Service

         Strategic Analysis and Planning

         Process Improvement

         Quality Assurance

         Multi-Team Building and Training

         Regulatory Compliance

         Trends Tracking

         Budget Development and Control

         Labor Relations

         Union Relations

Selected Key Achievements

         As Chief Officer, implemented, coordinated and managed the FASTRACK initiative changing the subway maintenance process for greater time and fiscal efficiency while enhancing worker safety and productivity.

         Designed a Safety Audit Program to identify and correct safety issues, achieving a highly significant 85% reduction in chargeable motor vehicle accidents as well as a 10% overall reduction in lost time occupational accidents.


Professional Experience


MTA New York City Transit, New York, NY, 2008 Present

Vice President and Chief Maintenance Officer (2016 Present)

         Provide astute executive leadership and direction in the primary functional areas of operation, maintenance and construction for the entire NYCT subway system and infrastructure, with full responsibility for 6 subdivisions including track, infrastructure, electrical (signals and power), electronics maintenance, engineering, and elexxxxxxtors and escalators.

         Successfully plan and coordinate the maintenance of way (MOW) group s activities with Rapid Transit Operations (RTO) and stations to ensure safe and reliable service for passengers while maintaining functional efficiency.

         Effectively manage the organization s annual $1.75B operating budget and its 5-year $7.25B capital budget.

         Provide inclusive oversight and direction in the event of any situations requiring emergency response.

         Plan, develop, and approve action and response plans for any natural disasters or system-threatening external events. Fully identify foreseeable risks and establish mitigation procedures and techniques.



David A. Knights, Page 2 of 3

Professional Experience, continued


         Materially contribute to developing and implementing agency-wide Enterprise Asset Management system and reliability-based maintenance practices and schedules.

Chief Officer Track | Department of Subways (2011 2016)

         Proficiently direct forward-thinking track maintenance and capital construction programs including maintaining 812+ track miles of subway, open-cut, elexxxxxxted structures, and third rail appurtenances.

         Oversee an FTA federally-funded and City of New York $300M annual capital track construction program.

         Cost-effectively manage operating and maintenance budgets totaling more than $410M.

         Deliver critical leadership for more than 2,800 employees while serving as a key stakeholder on the NYCT union negotiation team.

         Practice concepts of continuous improvement through altering maintenance processes to reduce direct labor costs and track delays while simultaneously enhancing worker safety and customer satisfaction.

Group General Manager IRT | Department of Subways (2008 2011)

         Effectively facilitated executive-level policy direction, strategic leadership and oversight of daily operations of rail service delivery providing 3.44M passenger trips daily. Directed a top-performing team of more than 3,800 maintenance employees in infrastructure, track, signal, and rail fleet of 179 elexxxxxxted and subway stations; 126.5 track miles; and 2,769 rail cars.

         Efficiently managed and controlled a budget of more than $600M.

         Successfully managed emergency situations and ensured appropriate levels and types of responses.

         Built solid partnerships with labor, advocacy groups, community groups and governmental organizations to create innoxxxxxxtive initiatives while augmenting both customer service and employee morale including:

o    Strategically planned and executed Bronx Express Service to facilitate rush hour travel from the Bronx to the Central Business District of Manhattan. Developed buy-in from stakeholders by building beneficial partnerships with borough president, advocacy groups and board members.

o    Led extension of subway service from Manhattan to Brooklyn, developing a highly successful initiative applauded by transit advocacy groups and the MTA board.

o    Conceptualized, developed and implemented Operation Courtesy, an internal quality control program developed to exxxxxxluate station agents customer service delivery and adherence to protocols.

Chief Officer Track and Infrastructure (2008)

         Applied strong leadership talents toward directing results-focused construction programs and employee / passenger safety, including maintaining 812+ track miles of subway, open-cut, and elexxxxxxted structures, as well as track right-of-way devices, rail yards, elexxxxxxtors, escalators, rail, and maintenance facilities.

         Cost-effectively managed operating and capital budgets of more than $350M.

         Effectively led a team of more than 4,800 employees and built solid partnerships with labor unions.

         Served in role for 6 months before being promoted to Group GM in a special presidential initiative program.


DCM Inc. Transportation Consultants, New York, NY, 2008

MTA Capital Program Oversight Committee (CPOC)

Project Manager MTA Engineering Construction Monitoring

         Led targeted decision making for high-volume capital projects ranging from $25M to $600M including supervising design, construction, and support activities for the MTA CPOC.

         Managed projects to achieve objectives in quality, scheduling, budgets, serviceability, and safety.

         Served as subject matter expert to deliver integral advisory services to CPOC board on operational issues affecting project completion.


WMATA, Washington, D.C., 2005 2008

General Superintendent Track and Structures | Systems Maintenance

         Guided and managed maintenance operations for track and systems maintenance programs and safety.

         Managed and directed a $200M budget while leading a team of more than 1,250 staff members.

         Served in an executive role in COO s absence, including directing over 4,200 staff delivering more than 750,000 daily rail trips.

         Coordinated maintenance for and operation of tunnels, aerial structures, stations, track rights-of-way, bus garages, automatic fare collection systems, parking lot equipment, automatic train control systems, communications systems, traction power substations, A / C switchgear and shop repair functions.



David A. Knights, Page 3 of 3

Professional Experience, continued


         Achieved several significant gains and orchestrated gratifying operational improvements including:

o    Increased safety awareness to achieve 50% accident reduction and an overall productivity gain of 200%.

o    Reduced track- and signal-related delays 20% by implementing a joint switch inspection program within the organization.

o    Reengineered and implemented a new line management structure to create synergistic and productive multi-department operations.


Carter & Burgess, Inc., New York, NY, 2002 2005

Capital Program Oversight Committee (CPOC)

Project Manager MTA Engineering Construction Monitoring

         Expertly project-managed lucrative capital projects ranging from $25M to $600M including supervising design, construction and related support activities for MTA CPOC to keep sister MTA agencies capital programs on schedule.

         Served within a resourceful advisory role to the operational MTA Capital Program budget totaling more than $17B.

         Led PMO review of Traction Power Electrification System for the Central Phoenix / East Xxxxxxlley Light Rail Project in Phoenix, AZ, including identifying all fatal flaws as well as design, construction and maintenance issues.

         Provided expert advice to MTA Long Island Rail Road and Metro-North Railroad to develop capital plans.


Amtrak Corporation, New York, NY, 2001 2002

Project Manager | Consultant Fire and Life Safety Department

         Played a vital role in managing large-scale Amtrak-oriented projects, including leading the $40M installation of 11 reversible fans throughout Penn Station and installation of new 13.2Kv electric service between Long Island City, NY and Weehawken, NJ. Collaborated with transportation agencies on key maintenance projects.

         Successfully led $10M demolition / installation of composite 3rd rail for Amtrak and New Jersey Transit.

         Led a $35M rehabilitation of North River Railroad Tunnels and Facilities at Weehawken Ventilation Shaft.


Empire City Subway Company, Ltd., New York, NY, 1997 2001

Area Operations Manager Construction

         Drove operations success by directing comprehensive system functions including maintenance and new construction initiatives for the Construction Division. Provided effective project management including scope definition, estimating, scheduling, and safety management. Oversaw a team of 11 managers and 140 associates.

         Directed operations for $25M telecommunications capital conduit installation and $15M operating programs.

         Designed and implemented a Safety Audit Program to identify and correct safety issues, achieving an 85% reduction in chargeable motor vehicle accidents and a 10% overall reduction in lost time occupational accidents.

         Improved workforce quality by redesigning associate-level Job Briefs with HR Generalist, Labor Relations and Communication Workers of America (CWA) union; created training programs to meet requirements.

         Developed a Construction Standards Handbook to consolidate and unify construction and safety procedures.


Additional Experience

         Adjunct Professor of Mathematics, Borough of Manhattan Community College, New York, NY, 2001 2005



Master of Science in Transportation, Engineering Polytechnic Institute of New York University, Brooklyn, NY


Bachelor of Electrical Engineering, Pratt Institute, Brooklyn, NY


Additional Information

Leadership Development

         The ENO Center for Transportation Leadership (CTL) Executive Development Program

         APTA Leadership, Class of 2009


Professional Affiliations

         American Public Transportation Association, Member

         Tau Beta Pi, Engineering Honor Society, New York Lambda Chapter

         Eta Kappa Nu, Electrical Engineering Honor Society, Delta Theta Chapter

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