* Apply a temporary brand

Make it simple but eye catching, with a common fleetname but use vinyls to have easily swapped sub brands for each depot. Issue cheap temporary uniforms and publicity.

* Dump the apps and Nexus

Why duplicate what Bustimes.org are already doing really well? Nexus are useless, leave them to farting around with steam powered ferries and clapped out trains.

* Retender stop timetable provision

With a huge region and a standardized format, the private sector will snap your hand off for the massive contract to provide the still extremely important function of ensuring there is an up to date paper timetable at every single bus stop.

* Centralise customer support.

A single office handling all queries over whatever means customers wish to use, with Bustimes.org as the common frame of reference between provider and customer.

* Go cashless.

Replace all the ticket machines with smart models. Use the PayPoint network for the few people who don't have a means of contactless payment. Partner with Age Concern and other organizations to remove the fear, uncertainty and doubt that comes with such changes.

* Change the fare structure.

Make it simple and fair. Dump free travel and concessionary passes. Everyone must pay for each journey, even if it is a nominal 20p.

* Map the region, redesign the network

Contract a big data company to analyze the data on real time travel patterns coming from the smart ticket machines. Identify where routes, stops and frequencies can be altered to better serve the evident needs of the customer. Adopt a rolling program of periodic changes, ending only when you are satisfied the network is best suited for current and future demand.

Parallel to this, you centralise the planning and operations functions, making full use of digital technology to locate these functions in nice clean control center far from a depot, paring down the back office staff on site to a minimum but effective level.

* Go all electric

You now have the depot space and the purchasing power to pursue an aggressive fleet replacement program centered on a handful of standardized region specific all electric designs. Aim to completely replace the fleet within five years.

* Roll out the permanent brand

It is a no brainer to adopt whole route branding across the board, with a minimal nod to the network brand. The benefits far outweigh the minimal costs of operational constraints. It makes sense however to only roll out the brands as new vehicles arrive, their standardized shape and interior helping customers realize these are brands within a cohesive network.

Make each rollout a big deal, emphasizing that while it is technically true that the ownership and staffing hasn't changed, each brand launch marks a step change in quality. Before was temporary. This is the new dawn.

* Upgrade training and standards

Establish a training and professional standards regime that befits the new permanent brand. With each new brand rollout, ensure the passengers appreciate these brand new vehicles are also staffed by the newly uniformed properly trained staff.

* Rebuild the depot network.

My major cost is now the greedy drivers and legacy bills.

It makes perfect sense therefore to cut dead mileage to the bone by building many more smaller depots spread out across the region, with buses in service within a mile or less. New builds on readily available well connected industrial estates maximize efficient use of space and equipment, and of course take full advantage of green technology such as solar panels and digital communications.

The small depots are literally only for secure stabling, charging, cleaning and staffing of the PVR. Going the other way, I establish a network of a handful of massive super depots, where all repairs, maintenance and renewal is carried out, and the reserve fleet and private hire and other specialist buses are stabled.

All driver training activities are moved to a single dedicated site, taking advantage of the fact vehicles and equipment are now standardized.

* Smash the unions.

I am now the only show in town, if you want to be a bus driver. My vehicles are clean and quiet, my customers are happy, my network is efficient and effective, and my training is best in class. The people love me. I am a shining beacon of regional pride, my marketing department having ensured branding brings local buy in.

Frankly, if I could run my operation without drivers, I would. But for now, they are a necessary evil.

I do all I can to minimize the drivers ability to harm my business. If that means being aggressive in how I apply my standards, I will, confident as I am that my pay rates and conditions of working give absolutely nobody who lives in this region any cause for complaint. If they think they can do better elsewhere, then by all means, go.

If anything, it's better for my brand and my business if I can quickly get to a situation where the majority of drivers are people who are new to the industry and only know my standards, methods and operational arrangements. With dedicated route allocations it is even easier to recruit new hands.

There are plenty out there looking to change jobs, and the benefits are well worth the investment.

* Profit

People are amazed to realize that rather than requiring an ever larger subsidy and suffer the indignity of being being a mere public servant who must be forever slave to the whims of moronic politicians, the benefits of bringing a ruthlessly commercial attitude to a legal monopoly, are that you can actually make money. It's a fine art, balancing fares and costs, but since that is literally my only job, and given I have a financial incentive to provide more services not less, and every penny of my profit can be reinvested, I do it quite well.

* Run

Things go well for ten or even twenty years, certainly long enough to prove the operation is sustainable long term. But the moment I see the next pandemic on the horizon, I pack a suitcase, jump on a plane and throw the keys to the head of the council as I fly over the city.

See ya!