Going the distance

Every day, U-Go Mobility helps keeps south and south-west Sydney moving, connecting commuters to work, students to school, people to essential appointments and families to each other. For the thousands who rely on its services, it’s as simple as getting from point A to point B – and that’s exactly how Daniel Corbin likes it.

“Our customers are our number one priority and they shouldn’t feel the complexity happening behind the scenes,” the U-Go Managing Director tells The CEO Magazine.

But complex it is. Behind each seamless journey is a business managing hundreds of vehicles, multiple depots, major infrastructure projects and a transition to electric buses.

It’s a complexity Corbin knows well. His career has spanned more than two decades across London, Singapore and Australia, giving him a wealth of operational experience – but even he wasn’t expecting to take on the challenge that awaited him.

Turning the business around

When Corbin first arrived in Sydney, he had been asked to spend just two weeks helping U-Go Mobility following its launch. Instead, he quickly found himself appointed interim Managing Director, before ultimately relocating from Singapore to take on the role permanently.

The timing was far from easy. U-Go Mobility had launched during a nationwide driver shortage, leaving it around 100 drivers short from day one. Corbin and his team were tasked with stabilizing the operation, rebuilding its foundations and setting the business on a more sustainable path.

“We landed on a strategy to fix the business over a six-month period, which worked,” he says.

“We’ve had huge success in turning the business around. And now, we keep finding ways to improve, both from a cultural perspective and financially. Fortunately, we also have a great working relationship with Transport for NSW, which contracts us to deliver bus services on its behalf.”

Driving change

Together with Transport for NSW, U-Go Mobility is helping to deliver the New Electric Buses program in south and south-west Sydney, preparing depots and operations for a future powered by cleaner technology.

“The transition to electric buses is a significant and complex program,” Corbin explains.

“It’s much more than introducing new buses – it involves major changes to depot infrastructure, power supply, charging systems, fleet planning, maintenance operations, safety and training.”

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And it’s a transformation that must take place within a live public transport network.

“That’s why careful planning, strong operational input and close coordination across the project are so important,” he acknowledges.

People at the heart

Of course, making it work takes more than careful planning – it takes a team with the confidence and capability to deliver it.

“It’s incredible, the scale of what our people deliver every day,” Corbin says. “They make it all happen and are the heart of our business.

“I’m proud of the progress we’ve made together, and I’m really proud of the people who have been part of that journey.”

Undoubtedly, Corbin’s leadership has played a role in this progress.

“Throughout my career, I’ve learned that good leadership is about backing your people,” he says. “I want people to take ownership, bring forward ideas and have the confidence to make decisions within their areas.

“My role is to provide clear direction and support but also to give people the space and opportunity to succeed. When people feel empowered, they make better decisions, respond more effectively to challenges and ultimately, deliver better outcomes for our customers.”

Stronger through partnership

The same mindset underpins U-Go Mobility’s relationships beyond its own workforce.

“Good partnerships come down to trust, transparency, shared accountability and the ability to work through challenges constructively,” Corbin says.

“Those relationships are fundamental to delivering successful outcomes for our customers and supporting the transition to a more sustainable public transport network.”

There is another relationship Corbin is equally committed to nurturing – the one U-Go Mobility has with its local communities. The company makes it a point to support local procurement wherever possible, works with Aboriginal-owned suppliers and has launched its first Reconciliation Action Plan. It’s also a member and annual sponsor of the Canterbury Bankstown Chamber of Commerce.

“We want to be part of the community and support the community,” Corbin explains. “Everything we do is focused on making a positive impact for our customers and the communities we serve.

“That means we’ll always look local first, because we’re trying to do the right thing and keep the benefit inside the community.”

The road ahead

With the company on solid footing, Corbin is turning his attention to the next challenge – building on its momentum.

“What excites me is the opportunity to build on the progress we have made and to continue strengthening U-Go as a business,” he says. “Over the coming years, our focus is on continuing to improve our operations, developing our people and progressing the electric transition across our depots.

“It’s an opportunity to build capability within U-Go that will support the business through the next phase of its development and contribute to the broader transformation of public transport in New South Wales.”

Looking back, Corbin sees a clear thread running through his own career. From driving buses in London more than two decades ago to leading a major transport operation today, each step came from embracing opportunity rather than waiting for the perfect moment.

“You have to take all of the opportunities that come to you,” he reflects. “People have a tendency to wait for the right opportunity, but there never is a right opportunity. You just have to take whatever opportunity you’re given and turn it into the right one.”