Brad Miller, CEO, Pinellas Suncoast Transit Authority

June 2026 — Invest: sat down with Brad Miller, CEO of the Pinellas Suncoast Transit Authority (PSTA), to discuss how the agency is navigating its 40th year with a wave of new mobility options, an expanded ferry network and a redesigned bus system that reflects the region’s rapid growth. “Our long-term goal is to be deeply embedded in the community and to demonstrate how quality transportation directly supports the economic vitality of the entire Tampa Bay region,” Miller said.

Over the past year, what major developments have most influenced your direction, and in what ways?

This year has been one of the most significant in PSTA’s 40-year history. We began by opening a new station on our SunRunner bus rapid transit line, the Tampa Bay area’s first premium rapid transit service. Because we completed the project under budget, we were able to add a waterfront station in downtown St. Petersburg, which has already produced meaningful ridership growth.

Soon after, we launched our first-ever ferry service, the Clearwater Ferry, connecting the mainland to the beaches and hotels in Clearwater. It has been especially successful during peak tourism periods. We also advanced development of the Tampa Bay Ferry, which will link Tampa and St. Petersburg across the bay and strengthen regional connectivity.

In fall 2025, we introduced Spark, our second premium bus service, connecting Eckerd College through the Skyway Marina District, an area seeing significant new development. Alongside these major launches, we completed a full redesign of our bus network across Pinellas County and into Tampa. Some routes had not been updated in more than 50 years, so modernizing the system to reflect new development patterns, tourist activity and weekend needs was essential. This year has truly been defined by expanding options, premium services and a far more modernized transit network.

As the transit landscape changes, which trends are having the strongest impact on PSTA today?

Electrification is reshaping our operations more than any other trend. Over the past year, we converted roughly one-third of our fleet to zero-emission electric buses, giving PSTA one of the largest fleets of electric vehicles of any transit system in Florida. The benefits include cost savings of more than half a million dollars in the first year alone from reduced diesel use, quieter rides and strong customer satisfaction.

Because we operate in a hurricane-prone region, we are intentionally maintaining a diverse fleet. Electric buses will continue to grow as part of our system, but hybrid buses remain important as well. In a power outage, we can rely on hybrid vehicles; in a fuel shortage, we can rely on electric vehicles. That balance strengthens our resilience.

The second major trend is the rise of new mobility options. Instead of seeing rideshare or microtransit as competitors, we have embraced them through partnerships. Today, we provide about 40,000 monthly rides to people with disabilities through Uber and Lyft. Historically, paratransit riders had to book a day in advance. Now they can schedule on-demand rides within minutes, which expands opportunities far beyond medical appointments to social outings, recreation and day-to-day mobility. That shift has been transformative for thousands of riders.

What challenges are most prominent for PSTA as you balance innovation, resilience and long-term planning?

Operating in an area vulnerable to extreme weather is an ongoing challenge. Tampa Bay is a beautiful, high-visitation region, and protecting residents and visitors during emergencies is a core responsibility. Because we operate the largest fleet of accessible vehicles in the region, PSTA plays a central evacuation role during hurricanes, transporting residents who cannot drive themselves to shelters and safer areas. Maintaining this readiness takes constant planning.

Funding is another challenge. PSTA is one of the most efficient, lowest-cost systems in the nation, but limited funding means we must stretch resources carefully to meet community needs. Sustaining and expanding services, investing in resilience and keeping pace with growth require disciplined financial management and a culture of innovation. Fortunately, our team has built that culture over many years.

What strategies are proving most effective for PSTA in strengthening your workforce and building talent pipelines?

We are fundamentally a people organization, and between employees and contractors, close to 1,000 individuals keep the system running. Competitive compensation is the foundation, and PSTA offers some of the highest wages in Florida for bus operators and frontline workers.

Equally important is culture. We invest heavily in workforce development through leadership-training tracks, tuition assistance for employees pursuing college degrees and support for participation in national programs and conferences. What I enjoy most is seeing employees take advantage of these opportunities because their growth ultimately strengthens the entire organization. Developing people is not just good for morale but directly improves service quality and long-term organizational capacity.

How are partnerships helping PSTA deliver broad public value and advance social equity goals?

Partnerships are integral to how we operate. Our ferry services, for example, are built on collaborations with private operators that bring specialized maritime expertise while we coordinate planning, funding and integration with the broader transit network.

More broadly, PSTA is the most contracted transit agency in Florida. We work with Uber, Lyft, taxi companies, paratransit operators and trolley services to deliver mobility that fits customer needs. Tourists often prefer beach trolleys, commuters rely on fixed-route buses and many residents will soon benefit from expanded ferry service. Our job is to ensure consistent quality and accessibility across all these modes.

We also maintain strong partnerships with municipal governments across the region, from St. Petersburg and Clearwater to Tampa and Dunedin. These relationships are essential for aligning land-use planning, infrastructure, and transit investments.

Our UPass program has become a major equity initiative. Through partnerships with universities, businesses, hotels and the Pinellas County school district, students, employees and hotel guests can ride transit for free by showing their ID or room key. Every public school student in Pinellas County has access to PSTA services, and many use transit not just to travel home but to reach jobs, shopping centers and after-school activities. We are expanding similar partnerships with healthcare systems such as Orlando Health and HCA and working to add additional networks. These collaborations broaden mobility access and reinforce transit’s role as a community connector.

Looking ahead over the next two to three years, what key goals and priorities sit at the top of your agenda?

Our primary focus is on strengthening the connection between high-quality transportation and the economic vitality of the Tampa Bay region. Premium services like SunRunner and Spark create opportunities for transit-oriented development, attracting investment and supporting higher-intensity economic activity along their corridors. The ferry network encourages more cross-bay movement, whether for dining, entertainment or tourism, and that activity boosts local businesses.

As the region grows, we want PSTA to be recognized as an essential component of Tampa Bay’s competitiveness. That means continuing to invest in reliability, frequency and customer experience, expanding resiliency in our fleet and operations and sustaining the partnerships that extend our reach into schools, healthcare, hospitality and the business community. Our long-term goal is to be deeply embedded in the community and to demonstrate how quality transportation directly supports the economic vitality of the entire Tampa Bay region.