Meet RTD’s new Deputy CEO, Angel Peña

As RTD’s Deputy CEO, you will be working to advance RTD’s vision for an operationally safe, reliable and customer-focused transit system. How have you approached this in your prior experience with other transit agencies?

For me, transit has always been about people first. Behind every service improvement, infrastructure project or policy decision, there's a customer depending on us to get it right – to get them to work on time, connect them with their loved ones, and make sure they feel safe and valued as customers. That's the mindset I've carried throughout my career: How do we make transit better for the people who rely on it every single day?

At the Massachusetts Bay Transportation Authority (MBTA), I led the Green Line Transformation Program, a historic effort to modernize the nation's oldest light rail system. The technical side was complex, but what mattered most was delivering real, tangible improvements to the people who used the system. We accelerated station upgrades to improve accessibility, strengthened safety measures and reduced disruptions so riders could experience the benefits as soon as possible.

At Washington Metropolitan Area Transit Authority (WMATA), I focused on quality oversight, ensuring that critical maintenance and infrastructure projects were done right the first time so that improvements weren't just temporary fixes but lasting solutions. Public trust in transit is built when agencies consistently deliver on their commitments, and that only happens when safety, reliability and accountability are at the core of every decision.

A customer-focused transit system listens to its customers, empowers employees and follows through on its promises. Under General Manager and CEO Debra Johnson's leadership, RTD has made significant strides in establishing strategic goals that address today's challenges while preparing the agency for the future. I am excited to bring my experience to RTD and support her, as well as the great work already being done across all departments – including Capital Programs, Safety and Environmental Compliance, Civil Rights, Contracting and Procurement, and Planning. These teams play a vital role in ensuring that RTD continues to prioritize safety, equity, fiscal responsibility and long-term service improvements.

I look forward to working collaboratively with these departments, reinforcing their successes and helping to drive initiatives that will strengthen RTD for the communities we serve. Together, we will continue building a transit system that riders can depend on, employees can take pride in and communities can trust to keep them moving forward

Why are you excited to join RTD?

RTD is at a pivotal moment as a transit agency and a driver of mobility, sustainability and economic opportunity in the Denver region. Its regional reach, multimodal network and commitment to innovation make it a leader in shaping the future of transit.

I believe in RTD’s mission, people and commitment to connecting communities.

What excites me most is the opportunity to be part of something bigger than one individual or project. Transit is about people – helping a mother get to work, a student reach school or an older adult maintain independence. RTD is responsible for serving today's needs while preparing for tomorrow's demands.

With a strong foundation and dedicated team already in place, I see my role as amplifying RTD's progress. I will work alongside employees, union leaders, customers and stakeholders to enhance service, reliability and public trust. I aim to bring solutions that improve the rider experience while ensuring RTD remains a high-performing transit agency.

This is an exciting time for transit – not just in Denver, but across the country. As our industry evolves, RTD has an opportunity to lead the way in mobility innovation, and I'm honored to be part of this journey.

What do you see as the agency’s greatest opportunity in the coming year?

RTD has an incredible opportunity to build on its strengths and deepen its connection with the community. The agency has already taken meaningful steps toward enhancing service reliability, improving transparency and strengthening customer trust – and I see an exciting path forward to continue that progress.

One key opportunity is leveraging innovation and data-driven decision-making to enhance the rider experience. As transit agencies evolve, the ability to adapt, modernize and anticipate future needs will be essential. RTD is already moving in this direction. I look forward to contributing to strategies that make the system even more resilient, accessible and responsive to the communities we serve.

Another exciting opportunity is deepening our engagement with frontline employees – the people who are the heartbeat of RTD. They interact with customers every day and know the system best. We can continue to drive meaningful, lasting improvements by listening, collaborating and empowering them.

Ultimately, the greatest opportunity is to build confidence – both within RTD and with the riding public. By continuing the strong efforts already underway, we can shape a system that is not just functional but inspiring – a transit network that people are proud to rely on.

Why do you work in public transit?

Public transportation isn't just a service – it's a lifeline. It connects people to jobs, education, healthcare and opportunity. It fuels economic growth, strengthens communities and creates a more sustainable world. I have seen firsthand how a well-run transit system can revitalize a neighborhood, open doors for working families, and give people greater independence and dignity in their daily lives. That's why I do this work.

But beyond what transit is today, I'm even more driven by what it can be. I believe in transit's potential – to be not just a mode of transportation but the backbone of thriving, vibrant cities. With the right leadership, investment and innovation, transit can reduce congestion, improve air quality, create economic opportunity and provide safe, reliable service that people can depend on.

Transit is a force for progress, and I'm honored to be part of that mission every day.

You grew up in Venezuela and immigrated to the United States 15 years ago. How has your life experience in another country influenced the way you view transit systems here?

Growing up in Venezuela, transit wasn't just about getting from one place to another – it was a necessity, a daily challenge and, at times, a barrier. Public transportation was often unreliable, and when the system didn't work, it didn't just cause inconvenience – it disrupted lives. I saw workers struggling to get to their jobs, students missing school and families disconnected from opportunity.

That experience shaped the way I see transit today. I know what it feels like when a system fails the people who need it the most. I also know the power of a well-run transit system that gives people freedom, dignity and access to a better life.

When I moved to the United States, I saw how different transit could be. Still, I also realized that even the best systems need constant investment, innovation and care. I learned that a transit agency's job isn't just to move people – it's to empower them. A reliable system means a single mother can get to work without fear of being late, a student can pursue an education without barriers, and older adults can remain connected to their communities with independence and dignity.

This perspective has stayed with me throughout my career. I push for equity in transit decisions, ensuring that those who rely on public transportation the most have a system they can count on. I advocate for customer-first policies because transit should be built around the needs of the people it serves. And that’s why we must never take progress for granted – because a great transit system isn’t just measured by ridership numbers, but also by the quality of life it creates for the people who rely on it every day.

Whether in Boston, Washington, D.C., or now Denver, I have always worked to ensure that transit is a force for opportunity, not a barrier to it.

You are passionate about advocating for more inclusive, authentic and solutions-oriented approaches in transit. What does this mean to you?

For me, inclusivity means ensuring that every customer– regardless of ability, background or circumstance – has equitable access to safe, reliable and convenient transit. It’s about designing systems that work for everyone, not just those who have the easiest time navigating them.

Authenticity is about trust – being transparent about challenges, listening to communities and following through on commitments. Riders and employees alike want to know their voices matter and that their concerns translate into action.

A solutions-oriented mindset means we don’t accept "this is how it’s always been done" as an answer. It means embracing innovation, working collaboratively and ensuring that decisions are driven by real impact, not just process.

At MBTA, leading the Green Line Transformation Program meant modernizing service while centering accessibility and community input. At WMATA, I built the Internal Compliance & Oversight Quality Team, ensuring that frontline employees had the tools and accountability needed to improve service reliability. And throughout my career, I have prioritized engaging directly with riders and employees – because the best transit solutions come from those who rely on them every day.

At RTD, I look forward to continuing this work – ensuring our transit system is inclusive, transparent and always moving forward.

You are the son of engineers, and you hold a Master of Science in Engineering Management and a Bachelor of Science in Industrial Engineering. How did your parents influence your career choice?

Engineering wasn't just a career in my family – it was a way of seeing the world. My parents didn't just solve problems; they built solutions that improved people's lives. My mother, in particular, was a trailblazer. She became the dean of an engineering school at a time when women in leadership were rare. Watching her break barriers, navigate challenges and lead with intelligence and determination shaped how I approach my career.

But beyond technical knowledge, what my parents really taught me was responsibility – that if you have the skills to improve something, you also have the duty to do so. I grew up with the mindset that engineering is not just about structures but about impact. It's about understanding people's needs, designing solutions that serve communities and taking pride in work that lasts for generations.

That's why I chose public transit. It's where engineering meets purpose, where our work doesn't just exist on paper – it moves millions of people every day. It's where innovation isn't about personal success but about public service. And it's where I can carry forward the lessons my parents instilled in me – to think boldly, to act with integrity and never to forget that the best solutions are the ones that truly serve people.

How does your engineering background inform your view of the issues and opportunities in public transportation?

Engineering taught me to look beyond quick fixes and focus on sustainable solutions. Transit is a complex system – infrastructure, operations and customer service must all work together. If one breaks down, the whole system suffers.

When we modernized the Green Line at MBTA, I didn't just look at the technical side – I worked with customers, operators and maintenance teams to ensure the human side was accounted for. Sound engineering is about understanding the real-world impact of our decisions, and that mindset is essential in public transportation.

Your career in public transit began with the District Department of Transportation (DDOT) in Washington, D.C., where you provided support for the DC Streetcar system as a civil engineer. What did you learn there, and what lessons and observations do you continue to carry from that experience?

My time at DDOT taught me that the best transit systems are built with communities, not just for them. The DC Streetcar was a project with huge potential, but it faced delays, technical challenges and public skepticism.

One lesson that stayed with me was the importance of communication and transparency. When a project impacts people's daily lives, we must keep them informed, engaged and involved. I've carried that lesson with me throughout my career, whether it's engaging riders in service improvements or working with frontline employees to develop realistic solutions.

At MBTA, you led more than 100 large-scale projects to enhance safety, reliability and customer service across multiple rail lines. You also led the Green Line Transformation Program, a multibillion-dollar project to modernize the oldest subway system in the United States. What skills did you find to be necessary to accomplish these projects?

Leading large-scale transit projects – especially those with the complexity and historical significance of the MBTA Green Line Transformation – requires more than technical expertise. It demands vision, resilience, and an unwavering commitment to the people who rely on the system every day.

Three key skills were essential in making these projects successful:

• Strategic problem solving. In transit, there are always challenges – funding constraints, aging infrastructure community concerns – but the key is to see beyond obstacles and focus on solutions. At MBTA, every project required a balance between long-term modernization and immediate service improvements for riders. I had to ensure that while we built for the future, we also delivered meaningful benefits in the present – whether through faster repairs, enhanced safety measures or improved accessibility.
  
• Team leadership and collaboration. No leader accomplishes anything alone. Transforming a system as historic and complex as the Green Line required alignment across multiple departments, union workers, government agencies and community stakeholders. Success meant creating a shared vision and bringing people together not just to execute projects, but to take ownership of them. By fostering trust and collaboration, we turned big ideas into real progress.
• Public accountability and trust. When you’re working on a system that has been part of people’s daily lives for over a century, you don’t just manage projects – you manage expectations, trust and the responsibility of delivering on promises. At MBTA, I learned that transparency matters. Riders, employees and the public deserved to know what we were doing, why we were doing it and how it would improve their experience. That meant owning challenges, communicating openly and making sure every decision reflected a commitment to safety, service reliability and customer satisfaction.

The Green Line Transformation wasn’t just about upgrading infrastructure – it was about modernizing a legacy, building trust with riders and setting a new standard for how transit projects should be executed. The experience reinforced what I believe about transit: When we work together, think boldly and hold ourselves accountable, we don’t just move people – we move entire communities forward.

At WMATA, you founded and led the transit system’s first internal compliance and oversight division, providing quality assurance and oversight for operations, maintenance engineering, safety and security. In doing this work, you have said, the priority “is to get the job done right the first time.” How does a transit agency do this?

Getting the job done right the first time isn't just about fixing issues – it's about building a system that people can count on, day in and day out. It's about earning the public's trust by ensuring that our work is sustainable, efficient and makes a real difference in people's lives.

For a transit agency to succeed, we need to focus on three key principles:

• A culture of accountability and excellence. The best transit systems in the world don't just happen. They are built by employees who take ownership of their work and by leaders who create an environment where people feel empowered to excel. A safe and reliable system starts with clear expectations, supporting employees and holding ourselves to the highest standards.
  
• Empowering employees with the right tools and training. When we invest in our workforce, we create an environment where frontline employees – our operators, maintenance teams and station staff – have what they need to do their jobs well, safely and efficiently. When employees feel supported, they take greater ownership of their work, which directly translates into a better customer experience.
  
• Continuous improvement, not just compliance. Transit is a living system that requires constant learning, adapting and improving. The agencies that thrive are the ones that don't just react to problems but proactively innovate to prevent them from happening in the first place. This means embracing data-driven decision-making, listening to customers and employees, and evolving.

At the end of the day, getting it right the first time isn't just about efficiency – it's about responsibility. It's about ensuring that when a mother gets on a train to take her child to school, when a worker catches a bus to their job or when a senior depends on paratransit for independence, they know they can trust the system to be there for them. That's the level of excellence I strive for every day, and that's what I will bring to RTD.

How would you describe your approach to leading others?

I believe in leading with purpose, listening with intent and acting with urgency.

Outstanding leadership is about elevating the people around you while ensuring we are all accountable to the mission, the community and each other. It's about creating a culture where every employee – whether driving a bus, maintaining infrastructure or planning future service – feels valued, heard and empowered to do their best work.

I lead with empathy and accountability – because the best teams are built on trust, responsibility and shared commitment. Empathy means understanding the challenges our employees and riders face, listening to concerns and making decisions that consider the human impact. Accountability means that we don't just set high expectations – we support each other in meeting them, hold ourselves to the highest standards and take responsibility for results.

I strive to be a leader who builds trust through transparency, creating an environment where people feel safe to bring forward ideas, take ownership and push for progress. My approach is to align teams around a shared vision, set clear goals and remove barriers so that we can all succeed together.

Most importantly, I lead with the mindset that the best solutions come from collaboration. The best ideas don't come from just one person – they come from bringing together diverse perspectives, engaging with employees and customers, and continuously learning from each other.

At RTD, I look forward to being a partner, a collaborator and an advocate for the team. I want to ensure that we work together to shape a transit system that not only meets expectations but exceeds them, with a focus on safety, service reliability and customer trust.

What inspires you in your work? In your life?

I'm inspired by the impact that transit has on people's lives. Public transportation isn't just about moving people from point A to point B – it's about creating opportunity. It's the student getting to class, the worker reaching their job and the senior staying connected to their community.

What drives me is knowing that every decision I make and every improvement I help implement has the power to improve someone's daily life. That's a huge responsibility, but it's also an incredible privilege.

Beyond transit, I'm inspired by resilience – the resilience of the communities we serve, the employees who keep transit running every day and the leaders who push forward despite challenges. My parents, particularly my mother, taught me the power of persistence and breaking barriers, which remains a guiding force in everything I do.

What are you most proud of in your career?

I've had the privilege of leading some of the most ambitious transit transformation projects in the country – from modernizing the Green Line at MBTA to overseeing safety and quality initiatives at WMATA – but what I'm most proud of isn't a single project.

What I am most proud of is the people and teams I have helped build.

At WMATA, I developed the agency's first-ever Internal Compliance & Oversight Quality Team. I started with a vision: How do we create a culture where excellence, safety and accountability are ingrained in everything we do? I built a team of engineers, safety experts and quality assurance professionals whose mission was to empower employees to improve their processes, reduce errors and deliver a safer system for riders.

At MBTA, leading the Green Line Transformation Program wasn't just about infrastructure but redefining what transit could be. It was about delivering projects faster, more intelligently and with tangible benefits to the community. I saw firsthand how investing in infrastructure isn't just about fixing tracks or upgrading signals – it's about investing in people's futures.

But what gives me the most pride is seeing the people I've mentored and worked alongside grow into leaders themselves. I have always believed that leadership isn't about titles – it's about lifting others, creating opportunities and leaving an organization more vigorous than you found.

The best legacy we can leave in transit isn't just a better system – it's a new generation of professionals who believe in the mission and continue to push for progress. I'm most proud of this and will continue to champion it at RTD.

When you are not working, what activities do you most enjoy?

I have always been curious about the world – how people move, how cities function and how different cultures shape their communities. That curiosity has fueled my love for travel. Where I go, I make it a point to experience local transit systems – not just as an observer but as a rider. Public transportation tells the story of a city – its history, its people and its aspirations for the future.

Beyond travel, I enjoy spending time with my family, staying active and being outdoors. Whether hiking in the mountains, relaxing on the beach or discovering a great new restaurant, stepping away from work gives me new perspectives and re-energizes my sense of purpose. I've always been drawn to the calmness of the ocean and the energy of new places – both remind me of the importance of balance and adaptability, qualities I try to bring into my leadership approach.

I also have a deep passion for learning and teaching. Mentorship is at the heart of who I am, and I make it a priority to engage with young professionals in transit, helping them navigate the industry and find their own path forward. Some of the most rewarding moments in my career have been watching colleagues I've mentored grow into leadership roles – continuing to shape the future of transportation.