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Woman of the Year
Woman of the Year
Woman of the Year
Submission Criteria
A submission in this category should demonstrate
This award honours an exceptional woman working in transport who is making a significant contribution to the industry. Open to individuals at any level and in any field—whether in operations, engineering, policy, customer service, technology, or another area (e.g.HR, finance, comms, admin, marketing) —this award recognises dedication, innovation, and impact.
Submission Criteria
A submission in this category should demonstrate
This award honours an exceptional woman working in transport who is making a significant contribution to the industry. Open to individuals at any level and in any field—whether in operations, engineering, policy, customer service, technology, or another area (e.g.HR, finance, comms, admin, marketing) —this award recognises dedication, innovation, and impact.
Submission Criteria
A submission in this category should demonstrate
This award honours an exceptional woman working in transport who is making a significant contribution to the industry. Open to individuals at any level and in any field—whether in operations, engineering, policy, customer service, technology, or another area (e.g.HR, finance, comms, admin, marketing) —this award recognises dedication, innovation, and impact.
Alice Missler
Hertfordshire County Council
Alice built HertsLynx from the ground up, having led it from the start. After identifying key issues in the rural North and East Herts, Alice and her team created a unique solution to offer a transport lifeline in the form of HertsLynx. It has since expanded into further zones (Dacorum), now offers evening operating hours, and gone from an initial three vehicles to 12. Whilst managing HertsLynx, the operation came in-house in February 2025. Within 2025, Alice and her team have had a hugely successful year.
Alice Missler
Hertfordshire County Council
Alice built HertsLynx from the ground up, having led it from the start. After identifying key issues in the rural North and East Herts, Alice and her team created a unique solution to offer a transport lifeline in the form of HertsLynx. It has since expanded into further zones (Dacorum), now offers evening operating hours, and gone from an initial three vehicles to 12. Whilst managing HertsLynx, the operation came in-house in February 2025. Within 2025, Alice and her team have had a hugely successful year.
Alice Missler
Hertfordshire County Council
Alice built HertsLynx from the ground up, having led it from the start. After identifying key issues in the rural North and East Herts, Alice and her team created a unique solution to offer a transport lifeline in the form of HertsLynx. It has since expanded into further zones (Dacorum), now offers evening operating hours, and gone from an initial three vehicles to 12. Whilst managing HertsLynx, the operation came in-house in February 2025. Within 2025, Alice and her team have had a hugely successful year.
Alison Davies
Transpennine Route Upgrade (Network Rail)
With a 25 year career in Network Rail, Alison is exceptional for what she delivers, and the way she leads, with calm authority, commitment and responsibility to people and outcomes. In 2025, Alison led the successful delivery of the 30-day Huddersfield blockade, a challenging and strategically significant programme phase. It involved closing a critical rail artery, coordinating major engineering activity, mobilising a large workforce and managing extensive rail disruption through a live urban and heritage-constrained environment. The operational, reputational and safety risks were significant. In one of the most constrained and high-risk delivery environments on TRU, Alison led teams to complete the full scope within the 30-day window while maintaining alignment with the wider programme schedule.
Alison Davies
Transpennine Route Upgrade (Network Rail)
With a 25 year career in Network Rail, Alison is exceptional for what she delivers, and the way she leads, with calm authority, commitment and responsibility to people and outcomes. In 2025, Alison led the successful delivery of the 30-day Huddersfield blockade, a challenging and strategically significant programme phase. It involved closing a critical rail artery, coordinating major engineering activity, mobilising a large workforce and managing extensive rail disruption through a live urban and heritage-constrained environment. The operational, reputational and safety risks were significant. In one of the most constrained and high-risk delivery environments on TRU, Alison led teams to complete the full scope within the 30-day window while maintaining alignment with the wider programme schedule.
Alison Davies
Transpennine Route Upgrade (Network Rail)
With a 25 year career in Network Rail, Alison is exceptional for what she delivers, and the way she leads, with calm authority, commitment and responsibility to people and outcomes. In 2025, Alison led the successful delivery of the 30-day Huddersfield blockade, a challenging and strategically significant programme phase. It involved closing a critical rail artery, coordinating major engineering activity, mobilising a large workforce and managing extensive rail disruption through a live urban and heritage-constrained environment. The operational, reputational and safety risks were significant. In one of the most constrained and high-risk delivery environments on TRU, Alison led teams to complete the full scope within the 30-day window while maintaining alignment with the wider programme schedule.
Deepa Chandrasekaran
Source
Deepa Chandrasekaran was appointed as Source's first Managing Director in November 2024, taking the helm of a brand new joint venture at one of the most consequential moments in UK transport. Her task was to build a business from scratch - leadership team, commercial strategy, operational model, and a growing network of charging hubs - at a time when public confidence in EV charging infrastructure was fragile and the industry's credibility was under scrutiny. Deepa brings a depth of experience that is rare in this sector. Before Source, she held senior roles at Tritium, one of the world's leading EV charger manufacturers, and Connected Kerb, a pioneer in on-street charging. Since Deepa took charge in late 2024, Source has built a team of 75 people and grown from a standing start to 34 operational hubs across the UK and Ireland in under 18 months - with sites spanning Scotland, England, Wales, and Ireland.
Deepa Chandrasekaran
Source
Deepa Chandrasekaran was appointed as Source's first Managing Director in November 2024, taking the helm of a brand new joint venture at one of the most consequential moments in UK transport. Her task was to build a business from scratch - leadership team, commercial strategy, operational model, and a growing network of charging hubs - at a time when public confidence in EV charging infrastructure was fragile and the industry's credibility was under scrutiny. Deepa brings a depth of experience that is rare in this sector. Before Source, she held senior roles at Tritium, one of the world's leading EV charger manufacturers, and Connected Kerb, a pioneer in on-street charging. Since Deepa took charge in late 2024, Source has built a team of 75 people and grown from a standing start to 34 operational hubs across the UK and Ireland in under 18 months - with sites spanning Scotland, England, Wales, and Ireland.
Deepa Chandrasekaran
Source
Deepa Chandrasekaran was appointed as Source's first Managing Director in November 2024, taking the helm of a brand new joint venture at one of the most consequential moments in UK transport. Her task was to build a business from scratch - leadership team, commercial strategy, operational model, and a growing network of charging hubs - at a time when public confidence in EV charging infrastructure was fragile and the industry's credibility was under scrutiny. Deepa brings a depth of experience that is rare in this sector. Before Source, she held senior roles at Tritium, one of the world's leading EV charger manufacturers, and Connected Kerb, a pioneer in on-street charging. Since Deepa took charge in late 2024, Source has built a team of 75 people and grown from a standing start to 34 operational hubs across the UK and Ireland in under 18 months - with sites spanning Scotland, England, Wales, and Ireland.
Emily Cherry MBE
The Bikeability Trust
Appointed Chief Executive of The Bikeability Trust in June 2020, Emily Cherry has since driven a step change in England’s national cycle training programme for schoolchildren, Bikeability. Under Emily’s leadership, Bikeability trained 495,540 children from January–December 2025 (excluding London, including the Trust’s Get Cycling in Schools programme, created under Emily’s tenure), contributing to almost 6 million children trained since Bikeability began. In February 2025, Emily unveiled the Trust’s new 10-year strategy, mapping the charity’s mission to activate a nation of cyclists by ensuring everyone has the confidence to enjoy the life skill, independence and fun of cycling. Over 0.5m children receive Bikeability training each year, increasing annually: in 2025, delivery was up 8% from 2024 and up 17.87% since Emily joined the Trust.
Emily Cherry MBE
The Bikeability Trust
Appointed Chief Executive of The Bikeability Trust in June 2020, Emily Cherry has since driven a step change in England’s national cycle training programme for schoolchildren, Bikeability. Under Emily’s leadership, Bikeability trained 495,540 children from January–December 2025 (excluding London, including the Trust’s Get Cycling in Schools programme, created under Emily’s tenure), contributing to almost 6 million children trained since Bikeability began. In February 2025, Emily unveiled the Trust’s new 10-year strategy, mapping the charity’s mission to activate a nation of cyclists by ensuring everyone has the confidence to enjoy the life skill, independence and fun of cycling. Over 0.5m children receive Bikeability training each year, increasing annually: in 2025, delivery was up 8% from 2024 and up 17.87% since Emily joined the Trust.
Emily Cherry MBE
The Bikeability Trust
Appointed Chief Executive of The Bikeability Trust in June 2020, Emily Cherry has since driven a step change in England’s national cycle training programme for schoolchildren, Bikeability. Under Emily’s leadership, Bikeability trained 495,540 children from January–December 2025 (excluding London, including the Trust’s Get Cycling in Schools programme, created under Emily’s tenure), contributing to almost 6 million children trained since Bikeability began. In February 2025, Emily unveiled the Trust’s new 10-year strategy, mapping the charity’s mission to activate a nation of cyclists by ensuring everyone has the confidence to enjoy the life skill, independence and fun of cycling. Over 0.5m children receive Bikeability training each year, increasing annually: in 2025, delivery was up 8% from 2024 and up 17.87% since Emily joined the Trust.
Gossica Anichebe
London Borough of Hackney
Gossica is one of local government transport’s most innovative and influential leaders, helping position the London Borough of Hackney as a national leader in kerbside decarbonisation, accessibility and sustainable travel reform. As Policy and Projects Manager, she has transformed parking policy into a strategic tool for climate action, public health and long-term behaviour change. Working within one of local government’s most politically sensitive areas, Gossica has successfully delivered complex boroughwide reforms under intense scrutiny and financial pressure. Through evidence-led leadership, transparency and strong political awareness, she has balanced ambitious environmental goals with fairness, accessibility and community impact. Diesel vehicle ownership reduced from 28% to 15%, achieving Hackney’s 2030 target five years early.
Gossica Anichebe
London Borough of Hackney
Gossica is one of local government transport’s most innovative and influential leaders, helping position the London Borough of Hackney as a national leader in kerbside decarbonisation, accessibility and sustainable travel reform. As Policy and Projects Manager, she has transformed parking policy into a strategic tool for climate action, public health and long-term behaviour change. Working within one of local government’s most politically sensitive areas, Gossica has successfully delivered complex boroughwide reforms under intense scrutiny and financial pressure. Through evidence-led leadership, transparency and strong political awareness, she has balanced ambitious environmental goals with fairness, accessibility and community impact. Diesel vehicle ownership reduced from 28% to 15%, achieving Hackney’s 2030 target five years early.
Gossica Anichebe
London Borough of Hackney
Gossica is one of local government transport’s most innovative and influential leaders, helping position the London Borough of Hackney as a national leader in kerbside decarbonisation, accessibility and sustainable travel reform. As Policy and Projects Manager, she has transformed parking policy into a strategic tool for climate action, public health and long-term behaviour change. Working within one of local government’s most politically sensitive areas, Gossica has successfully delivered complex boroughwide reforms under intense scrutiny and financial pressure. Through evidence-led leadership, transparency and strong political awareness, she has balanced ambitious environmental goals with fairness, accessibility and community impact. Diesel vehicle ownership reduced from 28% to 15%, achieving Hackney’s 2030 target five years early.
Helen Inkster
Pentland Ferries
Helen Inkster has led Pentland Ferries through a period of exceptional growth, operational complexity, and industry challenge. Since becoming Managing Director four years ago, she has guided the business with calm, decisive leadership during intense economic pressures and critical marine incidents, earning the respect of colleagues, partners, and the wider maritime sector. Helen’s leadership style is practical, transparent, and inclusive. She communicates a clear strategic vision while remaining hands-on in the day-to-day operation of the business. Under Helen Inkster’s leadership, Pentland Ferries has achieved substantial operational and commercial growth while maintaining its commitment to affordable community-focused transport services.
Helen Inkster
Pentland Ferries
Helen Inkster has led Pentland Ferries through a period of exceptional growth, operational complexity, and industry challenge. Since becoming Managing Director four years ago, she has guided the business with calm, decisive leadership during intense economic pressures and critical marine incidents, earning the respect of colleagues, partners, and the wider maritime sector. Helen’s leadership style is practical, transparent, and inclusive. She communicates a clear strategic vision while remaining hands-on in the day-to-day operation of the business. Under Helen Inkster’s leadership, Pentland Ferries has achieved substantial operational and commercial growth while maintaining its commitment to affordable community-focused transport services.
Helen Inkster
Pentland Ferries
Helen Inkster has led Pentland Ferries through a period of exceptional growth, operational complexity, and industry challenge. Since becoming Managing Director four years ago, she has guided the business with calm, decisive leadership during intense economic pressures and critical marine incidents, earning the respect of colleagues, partners, and the wider maritime sector. Helen’s leadership style is practical, transparent, and inclusive. She communicates a clear strategic vision while remaining hands-on in the day-to-day operation of the business. Under Helen Inkster’s leadership, Pentland Ferries has achieved substantial operational and commercial growth while maintaining its commitment to affordable community-focused transport services.
Helen Humble
Transport for Greater Manchester
Helen Humble, TfGM's Head of Fares and Ticketing, has led digital ticketing improvements across the Bee Network during 13 years at the organisation. Her work has helped simplify payment and make journeys across Greater Manchester easier to use. More than 55 million Tap & Go journeys are now made annually across the network. The submission credits her leadership with making public ticketing more accessible and effective for passengers.
Helen Humble
Transport for Greater Manchester
Helen Humble, TfGM's Head of Fares and Ticketing, has led digital ticketing improvements across the Bee Network during 13 years at the organisation. Her work has helped simplify payment and make journeys across Greater Manchester easier to use. More than 55 million Tap & Go journeys are now made annually across the network. The submission credits her leadership with making public ticketing more accessible and effective for passengers.
Helen Humble
Transport for Greater Manchester
Helen Humble, TfGM's Head of Fares and Ticketing, has led digital ticketing improvements across the Bee Network during 13 years at the organisation. Her work has helped simplify payment and make journeys across Greater Manchester easier to use. More than 55 million Tap & Go journeys are now made annually across the network. The submission credits her leadership with making public ticketing more accessible and effective for passengers.
Kathleen McGee
ScotRail
Many people were involved in getting Glasgow Central up and running following the nearby fire on Union Street, but there were few, if any, who made a bigger contribution than Kat McGee. She was instrumental in the coordination of operations at Glasgow Central and she acted as a critical advisor to the Network Rail and Glasgow City Council crisis management teams. Kat was also a key voice in shaping decisions by the ScotRail executive team in this mammoth collaborative operation. Kat demonstrated a cool head, pragmatism, and extreme problem solving under exceptional circumstances. Within four days of the fire, low-level services were able to resume with weekday journeys averaging around 55,000.
Kathleen McGee
ScotRail
Many people were involved in getting Glasgow Central up and running following the nearby fire on Union Street, but there were few, if any, who made a bigger contribution than Kat McGee. She was instrumental in the coordination of operations at Glasgow Central and she acted as a critical advisor to the Network Rail and Glasgow City Council crisis management teams. Kat was also a key voice in shaping decisions by the ScotRail executive team in this mammoth collaborative operation. Kat demonstrated a cool head, pragmatism, and extreme problem solving under exceptional circumstances. Within four days of the fire, low-level services were able to resume with weekday journeys averaging around 55,000.
Kathleen McGee
ScotRail
Many people were involved in getting Glasgow Central up and running following the nearby fire on Union Street, but there were few, if any, who made a bigger contribution than Kat McGee. She was instrumental in the coordination of operations at Glasgow Central and she acted as a critical advisor to the Network Rail and Glasgow City Council crisis management teams. Kat was also a key voice in shaping decisions by the ScotRail executive team in this mammoth collaborative operation. Kat demonstrated a cool head, pragmatism, and extreme problem solving under exceptional circumstances. Within four days of the fire, low-level services were able to resume with weekday journeys averaging around 55,000.
Paula Aldridge
South Western Railway
Paula Aldridge, Community Rail Manager at South Western Railway, has led one of SWR’s most ambitious community engagement programmes. As Railway 200 lead, she turned a national anniversary into a network-wide movement, connecting communities in meaningful ways. Over the past year, she led the delivery of more than 90 events, working with over 105 station groups, local authorities, schools, charities, heritage organisations, railway historians, station teams, military partners and volunteers. She created opportunities for thousands of people to engage with the railway in new, lasting ways. SWR’s Railway 200 programme, led and driven by Paula, delivered clear results and created real value for communities, customers and the wider railway.
Paula Aldridge
South Western Railway
Paula Aldridge, Community Rail Manager at South Western Railway, has led one of SWR’s most ambitious community engagement programmes. As Railway 200 lead, she turned a national anniversary into a network-wide movement, connecting communities in meaningful ways. Over the past year, she led the delivery of more than 90 events, working with over 105 station groups, local authorities, schools, charities, heritage organisations, railway historians, station teams, military partners and volunteers. She created opportunities for thousands of people to engage with the railway in new, lasting ways. SWR’s Railway 200 programme, led and driven by Paula, delivered clear results and created real value for communities, customers and the wider railway.
Paula Aldridge
South Western Railway
Paula Aldridge, Community Rail Manager at South Western Railway, has led one of SWR’s most ambitious community engagement programmes. As Railway 200 lead, she turned a national anniversary into a network-wide movement, connecting communities in meaningful ways. Over the past year, she led the delivery of more than 90 events, working with over 105 station groups, local authorities, schools, charities, heritage organisations, railway historians, station teams, military partners and volunteers. She created opportunities for thousands of people to engage with the railway in new, lasting ways. SWR’s Railway 200 programme, led and driven by Paula, delivered clear results and created real value for communities, customers and the wider railway.
Sarah Boyd
Lothian Group
As Chief Executive, Sarah Boyd is leading the integration of Lothian Buses and Edinburgh Trams to deliver a safe, reliable and fully connected public transport network for Edinburgh, improving journey reliability, accessibility and overall service quality for customers. She is a strong advocate for public transport as a vital social and economic enabler - supporting access to jobs, education and opportunity, while helping to reduce social barriers. Sarah places people at the heart of the organisation. Through clear strategic direction and strong collaboration with the Senior Leadership Team, she has fostered a positive, inclusive culture where colleagues are empowered to contribute to a shared ambition. Under Sarah’s leadership, Lothian Buses and Edinburgh Trams have delivered strong and growing operational performance, delivering a collective 130+ million customer journeys in 2025.
Sarah Boyd
Lothian Group
As Chief Executive, Sarah Boyd is leading the integration of Lothian Buses and Edinburgh Trams to deliver a safe, reliable and fully connected public transport network for Edinburgh, improving journey reliability, accessibility and overall service quality for customers. She is a strong advocate for public transport as a vital social and economic enabler - supporting access to jobs, education and opportunity, while helping to reduce social barriers. Sarah places people at the heart of the organisation. Through clear strategic direction and strong collaboration with the Senior Leadership Team, she has fostered a positive, inclusive culture where colleagues are empowered to contribute to a shared ambition. Under Sarah’s leadership, Lothian Buses and Edinburgh Trams have delivered strong and growing operational performance, delivering a collective 130+ million customer journeys in 2025.
Sarah Boyd
Lothian Group
As Chief Executive, Sarah Boyd is leading the integration of Lothian Buses and Edinburgh Trams to deliver a safe, reliable and fully connected public transport network for Edinburgh, improving journey reliability, accessibility and overall service quality for customers. She is a strong advocate for public transport as a vital social and economic enabler - supporting access to jobs, education and opportunity, while helping to reduce social barriers. Sarah places people at the heart of the organisation. Through clear strategic direction and strong collaboration with the Senior Leadership Team, she has fostered a positive, inclusive culture where colleagues are empowered to contribute to a shared ambition. Under Sarah’s leadership, Lothian Buses and Edinburgh Trams have delivered strong and growing operational performance, delivering a collective 130+ million customer journeys in 2025.
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