While living in the Philadelphia area, I became friends with a remarkable man named Mortimer, an operator for the Southeastern Pennsylvania Transportation Authority, or SEPTA.

SEPTA is a regional public transportation provider that operates and maintains bus and rail service, including electric trolleybuses, for nearly 4 million people.

During my time in Philadelphia, Mortimer experienced one of the greatest traumas a transit operator can have. One night, a troubled individual threw himself in front of the train Mortimer was operating. Mortimer could not stop in time and witnessed a profound tragedy. For a long time, he blamed himself. Fortunately, he had friends who provided a support system.

Mortimer received counseling and emerged a stronger and more compassionate individual who would later say it was among the greatest blessings of his life that new friends crossed his path bringing hope and peace at the time he needed us most.

I have reflected on Mortimer’s experience many times since. I studied psychology, philosophy, logic, and law, graduating with my JD magna cum laude from the J. Reuben Clark law school at Brigham Young University. I went to work at Kirkland & Ellis, the highest-grossing law firm in the world, and considered myself fortunate to labor where such legal luminaries as Robert Bork, Dallin H. Oaks, Robert Khuzami, Kathleen Buck, Ken Starr and Jeffrey Rosen (current U.S. deputy secretary of transportation) spent much of their careers.

At Kirkland & Ellis, I helped to lead on the team that rescued United Airlines from Chapter 11 bankruptcy. United had experienced some trauma of its own. In the aftermath of the September 11th terrorist attacks, the organization was losing 2 billion dollars a year due to decreased passenger rates, increased market volatility and security costs, and some flawed business strategies. We undertook extensive financial modeling and cost revisions, reformed pensions, and adjusted retirement plans. We worked collaboratively with a coalition of Chicago union bosses representing pilots, flight attendants, machinists and more.

We saved the company and thousands of jobs. Like Mortimer, United emerged stronger and made the changes necessary to thrive.

The Utah Transit Authority has likewise encountered a few traumas. A scathing legislative audit, past directors who sought to personally profit on transit-oriented developments at taxpayer expense and so forth have left a Legislature with few remaining options to rebuild public trust.

The legislature passed Senate Bill 136 this year and Gov. Gary Herbert signed it into law. SB 136 restructured the agency, establishing three trustees to provide oversight and credibility to UTA.

Following a thorough and open process of reviewing and interviewing potential nominees and vetting our resumes and qualifications, our Utah County commissioners, in consultation with Tooele County commissioners, selected two to be considered for appointment to this important work.

I am honored and humbled to have been nominated, and am an advocate for public transportation and efficient, effective, quality operations that are affordable and successful.

Why is thriving public transportation so important to me? My oldest daughter began high school this year and is attending the Utah County Academy of Sciences on Utah Valley University’s campus. She takes a UTA bus every weekday to her classes.

There is no substitute for public transit, an essential ingredient in a comprehensive transportation solution for our state, and we in Utah need our trains, buses and other options so vital to moving a exponentially growing population. A robust and well-managed public transit system provides a powerful foundation for a vibrant economy with stellar employment and educational opportunities.

As I have met with UTA interim director Steve Meyer, and our Utah and Tooele County commissioners, ridden UVX with regional general manager Mary De La Mare-Schaefer (who sang for me a musical mnemonic she wrote to memorize the names of every stop on that line), spoken with state senators and representatives, attended UTA board meetings and toured UTA facilities, I have been struck time and again by the warmth, sincerity, dedication and selflessness of so many great public servants.

I have seen the shadows of my dear old SEPTA operator friend, Mortimer, in the faces of the men and women I have met. I hope people recognize what a treasure we have in 2,500 UTA employees.

Just as Mortimer’s recovery seemed at times “touch and go,” we have daunting challenges ahead to accomplish great things with finite resources. But with experienced leadership, hard work, renewed commitment to transparency and a supportive public, we can have a smooth transition under SB 136 to turn the traumas of the past into the triumphs of the future.