With decades of experience navigating the complexities of logistics, supply chain, and delivery, Rohit Laila has developed a keen eye for the innovations that truly move people and economies forward. His passion for technology has made him a leading voice on the modernization of urban transit infrastructure. Today, we explore his insights on several landmark projects reshaping North America’s busiest transportation networks, touching on the strategic cost-saving measures in New York’s subways, the critical power upgrades for Vancouver’s SkyTrain, and the meticulous testing phase of Kansas City’s newest streetcar extension.
The MTA’s new CBTC-centric approach is over 33% cheaper. Can you walk us through the key changes in this approach that create such savings, and how you will measure the projected improvements in reliability and on-time performance for the A and C lines?
The key is a fundamental shift in how we approach these massive undertakings. In the past, signal modernizations were often bundled with so many other state-of-good-repair items that the core CBTC work became bloated and incredibly expensive. The new “CBTC-centric” approach is leaner; it focuses intensely on the signal system itself while still addressing critical needs like tunnel lighting and cabling. By streamlining the project’s scope, we’re seeing costs drop by over a third per mile. It’s about surgical precision rather than a complete system overhaul all at once. For the 600,000 daily riders on the A and C lines, success will be measured in tangible ways. We’re not just looking at a number on a performance dashboard; we’re tracking train speed increases, which can be up to 10%, and a visible reduction in delays. The ultimate metric is the rider’s experience: less time spent waiting on a crowded platform because the system can now safely run more frequent trains.
For the SkyTrain traction power project, you’re replacing equipment that is over 30 years old. Could you detail the step-by-step process of upgrading a substation like Joyce or Nanaimo and explain what metrics, beyond uptime, will define success for supporting future fleet expansion?
Think of it as performing open-heart surgery on the system’s electrical core while it’s still running. The process is incredibly delicate. First, we have to isolate the specific substation, like Joyce or Nanaimo, from the live network, which requires meticulous planning to avoid disrupting service. Then, the physical work begins: carefully removing the old, heavy switchgear that has served the line for more than a generation. You can almost feel the history in that equipment. The next step is installing the new, modern components, which are not only more reliable but also more efficient. Beyond simple uptime, the true measure of success here is capacity and scalability. We are looking at the system’s ability to handle increased electrical loads without strain. Success means that when TransLink wants to add more cars to the fleet or increase service frequency, the power system won’t be a bottleneck. It’s about building a robust electrical backbone that’s ready for the growth Metro Vancouver will see over the next 30 years.
The KC Streetcar’s Riverfront Extension recently began “live wire” testing. Please elaborate on the main differences between this phase and the earlier “dead wire” tests, and describe the most critical milestones you must hit during the upcoming Systems Integrated Testing phase before starting operator training.
The difference between “dead wire” and “live wire” testing is like the difference between a final walkthrough of a new house and flipping the main breaker on for the first time. The “dead wire” test was purely mechanical; we used a specially built clearance cart to ensure the streetcar could physically pass every pole, sign, and structure without contact. It was all about dimensions. “Live wire” testing is when the system truly comes alive. We energize the overhead lines, and you can feel the hum of potential in the air. For the first time, a streetcar moved to the Riverfront under its own power. During the next phase, Systems Integrated Testing, the most critical milestone is communication. We need to see that the streetcars, the new track signals, the traffic signals on the street, and the central control system are all “talking” to each other seamlessly and instantly. Before we can even begin training operators for real-world scenarios, we must have absolute confidence that this complex digital ecosystem is functioning as one cohesive, and most importantly, safe unit.
The MTA successfully attracted three bidders for its signal modernization project. What specific strategies did the agency use to expand competition in this highly specialized market, and can you share an anecdote about the challenges in ensuring both quality and cost-control with new partners?
Historically, this has been a market dominated by a very small number of global players, which naturally limits competition and can inflate costs. The MTA’s success came from a targeted strategy of breaking down these massive projects into more manageable pieces. For example, this project was delivered as a bundle of two distinct segments: the Fulton Street Line and the Liberty Street Line. This approach makes the work accessible to a wider range of firms that might not have the resources to bid on a multi-billion-dollar megaproject but have excellent, specialized expertise. It’s about lowering the barrier to entry. The challenge with new partners, however, is always ensuring they share your core values. I recall a situation on a past project where a new firm had an innovative technical approach, but their on-site safety culture was not aligned with our rigorous standards. We had to work very closely with them, embedding our own safety officers, to elevate their practices. It’s a constant balancing act—you want to foster competition to drive down costs, but you can never compromise on the foundational principles of quality and safety that thousands of people rely on every single day.
What is your forecast for urban transit modernization over the next decade?
I believe we’re moving away from the era of isolated, once-in-a-generation megaprojects and into a new model of continuous, data-driven evolution. The next decade will be defined by integration and intelligence. Technologies like CBTC are just the beginning; we’ll see systems that use real-time data not just to control trains, but to predict maintenance needs before a failure ever happens, to dynamically adjust service based on crowd flows, and to provide riders with incredibly accurate, personalized journey information. Furthermore, accessibility will cease to be an add-on and will become a core design principle from day one, as we’re seeing with the MTA’s work. The forecast isn’t just about faster trains or newer stations; it’s about creating a transit ecosystem that is smarter, more reliable, and fundamentally more equitable for every user.
